{"id":3057,"date":"2024-10-14T14:50:40","date_gmt":"2024-10-14T12:50:40","guid":{"rendered":"https:\/\/www.cargostart.net\/?p=3057"},"modified":"2026-03-18T11:35:44","modified_gmt":"2026-03-18T10:35:44","slug":"shaping-a-sustainable-future-in-logistics-strategies-and-key-objectives","status":"publish","type":"post","link":"https:\/\/www.cargostart.net\/es\/2024\/10\/14\/shaping-a-sustainable-future-in-logistics-strategies-and-key-objectives\/","title":{"rendered":"Shaping a Sustainable Future in Logistics: Strategies and Key Objectives"},"content":{"rendered":"\n

Interview with Valentina Tundo<\/strong>, Vice President, Freight Leaders Council – Carrier Management Director Europe, Chep International<\/em><\/p>\n\n\n\n

Your position as Vice President of the Freight Leaders Council (FLC)<\/a> sees you particularly committed to sustainability.<\/strong> What are the main objectives of this position?<\/strong><\/p>\n\n\n\n

FLC\u2019s primary goal is to promote a concrete, feasible, and accessible model for developing sustainability in the transport sector, involving all industry stakeholders. We focus on two main fronts: creating an ecosystem that engages all supply chain players on sustainability issues, providing clear and tangible examples of achievable goals, and supporting the cultural change initiated during the pandemic by enhancing the role of logistics. Our association works intensively on dissemination, information, and training for all actors directly and indirectly involved, including organizations, associations, and clients<\/p>\n\n\n\n

On numerous occasions, including a recent interview for the Cargo Start Blog<\/a>, FLC president Massimo Marciani has highlighted the difficulties associated with the fulfilment of ESG (Environment, Sustainability, Governance) obligations by Italian companies.<\/strong> In your opinion, what are the main difficulties?<\/strong><\/p>\n\n\n\n

The main difficulty at operational level, in my opinion, is the lack of transparency on the indicators that should guide companies along this path. At a strategic level, on the other hand, it is still unclear to companies operating in this sector that non-compliance with ESG obligations can impact on their growth. Additionally, there is also a lack of incentives for small and medium-sized companies, which, in Italy, account for the largest share.<\/p>\n\n\n\n

Since 2020, you have held management positions for a leading supply chain company, CHEP International<\/a>, which is particularly \u2018virtuous\u2019 in terms of sustainability.<\/strong> Based on your experience, what measures can support logistics operators on their way to a more sustainable model?<\/strong> In your opinion, is it possible to develop a \u2018replicable model\u2019?<\/strong><\/p>\n\n\n\n

First, clear contracts must be drawn up, with responsibilities distributed, tracked, and monitored by the client. This is the first and most important prerequisite for a solid and healthy customer-supplier relationship. Contracts should also include provisions on how supplier companies can and must be supported in their investments in digitalization, security, and sustainability, and how business volumes can be guaranteed to support their growth fairly. This is a key and revolutionary element for the transport sector, which has traditionally focused solely on price negotiation and cost containment.<\/p>\n\n\n\n

It is in the transport sector that the game of digitalization and decarbonization and, ultimately, development, is being played. Previous models must be changed by the client, who must drive this change ethically and responsibly.<\/p>\n\n\n\n

Thanks to your contribution, CHEP Italia recently obtained the three-star \u2018Lean & Green<\/a>\u2019 certification.<\/strong> What does this certification consist of?<\/strong><\/p>\n\n\n\n

CHEP chose the Lean & Green certification in Italy and throughout Europe because it offers added value compared to other certifications. Lean & Green evaluates the programs and initiatives implemented over the years to reduce CO2 emissions, with validation by an external body. It provides clear guidelines on how to conduct these assessments and what data to consider.<\/p>\n\n\n\n

During these assessments, we received support in understanding the required data and its importance, which enhanced the knowledge and expertise of the CHEP team. The number of stars we received reflects the percentage reduction in emissions over a defined period, with the Italian team standing out by reducing emissions by over 27% in just three years.<\/p>\n\n\n\n

The certification goes beyond just achieving stars; it clearly outlines the next steps, accelerating and standardizing CHEP\u2019s journey towards total decarbonization of transport at a European level. CHEP views Lean & Green as a key driver in supporting and speeding up its decarbonization strategy<\/p>\n\n\n\n

One of the goals in your current role as Carrier Manager Director for Europe is the implementation of CHEP’s transport decarbonization programme, in line with the company’s decarbonization targets with deadline of 2040.<\/strong> What does this programme consist of?<\/strong><\/p>\n\n\n\n

At CHEP Europe, transport represents 62% of the opportunities to reduce CO2 emissions, compared to 19% at CHEP Global. This is a primary goal for CHEP, not only from a business perspective but also culturally and ethically.<\/p>\n\n\n\n

Sustainability at CHEP encompasses more than just reducing CO2 emissions in transport. It includes fostering business relationships with sustainability at their core and supporting global communities through humanitarian initiatives. It\u2019s about the legacy we leave for future generations and acting responsibly today.<\/p>\n\n\n\n

The transport program focuses on four main pillars to reduce emissions:<\/p>\n\n\n\n

    \n
  1. Using green fuels<\/li>\n\n\n\n
  2. Developing electric and hydrogen solutions and infrastructure<\/li>\n\n\n\n
  3. Creating multimodal solutions<\/li>\n\n\n\n
  4. Forming transport partnerships<\/li>\n<\/ol>\n\n\n\n

    With a diverse supplier portfolio in Europe, comprising around 1,700 companies, CHEP\u2019s customer-supplier relationship revolution is crucial.<\/p>\n\n\n\n

    The green transition is often associated with the digital transition.<\/strong> In your opinion, to what extent can technology contribute to the realisation of a more advanced and sustainable logistics ecosystem?<\/strong><\/p>\n\n\n\n

    I see technology and sustainability as two symbiotic elements. To advance sustainability, processes must be generated and transformed. These processes must be mapped, measured and tracked to ensure that we are on the right path, to generate new ideas and opportunities, and automated where possible. Digitizing processes through technology facilitates this transformation. Technology and digitization enable standardization, making communication between different actors in a supply chain or sector possible.<\/p>\n\n\n\n

    What role can a highly specialized technology provider such as Cargo Start play within an association such as FLC?<\/strong><\/p>\n\n\n\n

    Cargo Start is recognized as \u201cthe voice of technology\u201d in fostering a virtuous ecosystem and identifying concrete solutions, aligning with the primary sustainability objectives of the Freight Leaders Council (FLC). Additionally, Cargo Start significantly contributes to developing advanced proposals and technologies, to fill the lack of indicators in the ESG Observatory.<\/p>\n\n\n\n

    More information about Freight Leaders Council<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

    Interview with Valentina Tundo, Vice President, Freight Leaders Council – Carrier Management Director Europe, Chep International Your position as Vice President of the Freight Leaders Council (FLC) sees you particularly committed to sustainability. What are the main objectives of this position? FLC\u2019s primary goal is to promote a concrete, feasible, and accessible model for developing […]<\/p>\n","protected":false},"author":4,"featured_media":3056,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[31],"tags":[167,142,177,209,175,46,141,188],"class_list":["post-3057","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interviews","tag-carboncare-2","tag-co2-calculator","tag-esg-2","tag-flc","tag-freight-leaders-council","tag-sustainability","tag-sustainable-logistics","tag-valentina-tundo"],"yoast_head":"\nShaping a Sustainable Future in Logistics: Strategies and Key Objectives - Cargo Start<\/title>\n<meta name=\"description\" content=\"An Interview with Valentina Tundo, Vice President, Freight Leaders Council.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.cargostart.net\/es\/2024\/10\/14\/shaping-a-sustainable-future-in-logistics-strategies-and-key-objectives\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Shaping a Sustainable Future in Logistics: Strategies and Key Objectives - 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