In GMCR’s 2011 annual report, Stiller stated, “We are particularly proud that our earnings growth has enabled us to increase the resources we direct to societal and environmental initiatives under our banner of ‘Brewing a Better World.’ In fiscal year 2011, the total resources we allocated to sustainability programs totaled $15.2 million. The company’s overall corporate governance structure is available at. Green Mountain’s corporate social responsibility programs are organized into six practice areas that span the company’s supply chain and are communicated under the banner of “brewing a better world.” The six practice areas are partnering with supply chain communities, supporting local communities, protecting the environment, building demand for sustainable products, working together for change, and creating a great place to work. ![]() McKone-Sweet, “Lessons from a Coffee Supply Chain,” Supply Chain Management Review (2009), accessed May 6, 2010. And a corporate social responsibility team was established consisting of six individuals focused specifically on supply chain outreach, domestic community outreach, social compliance, environmental management systems, and communication. In addition, the company established the positions of vice president for corporate social responsibility and vice president for environmental affairs reporting directly to the CEO. The committee is responsible for overseeing the company’s social and environmental responsibilities. In 2008, a “social and environmental responsibility” committee was added for the board of directors. The report made public for the first time the company’s triple bottom line (TBL) Financial, social, and environmental effects of a firm’s policies and actions that determine its viability as a sustainable organization. TransFair USA, TransFair USA: Almanac 2009, accessed June 8, 2010. It would also challenge them to do better. Stiller noted at the time that the report would give employees a better way to understand corporate values and the way the company conducted business. The following year, GMCR published its first corporate social responsibility report. Green Mountain Coffee Roasters’ (GMCR) management adopted the GRI’s guidelines because the company’s senior managers believed that their organization could benefit from sustainability measurement and comparison and GRI’s guidelines served this purpose. In 2005, Green Mountain was the first company in the coffee industry to support the United Nation’s Global Reporting Initiative (GRI) mission to develop globally accepted sustainability reporting guidelines. SCM requires commitment of supply chain partners to work closely to coordinate order generation, order taking, and order fulfillment, creating an “extended enterprise” spreading far beyond the producer’s location. ![]() Stiller focused his company’s purpose around supply chain management (SCM) Management of material and information flow in a supply chain to provide the highest degree of customer satisfaction at the lowest possible cost. Talbot, Grounds for Agreement: The Political Economy of the Coffee Commodity Chain (London: Rowman & Littlefield, 2004). Stiller’s entrepreneurial drive and passion for selling quality coffee eventually became the cornerstone of the company’s purpose and guiding principles, “to create the ultimate coffee experience in every life we touch from tree to cup-transforming the way the world understands business.” John M. A strong following for his coffee soon developed in New England and in the Northeast. When demand for his coffee outstripped his small store, he started bagging his coffee and sold it to wholesalers, supermarkets, and by mail order. His concept was simple sell only high-quality coffee to ordinary people every day. Getting Started: Green Mountain Coffee Roasters’ Sustainable Business Modelīob Stiller opened his first coffee shop in 1981 in Waterbury, Vermont, selling high-quality coffee.
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