Ben Wilde

Ben Wilde

Director, Europe at ADEC Innovations companies

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Location:
250 Commerce Suite 250, Irvine, California, United States
HQ Phone:
(714) 508-4100
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last updated 1/24/2018

General Information

Experience

Director  - Sultan Ventures

Information Technology Development  - Preview Services

Affiliations

Director  - American Data Exchange Corporation

Director, Europe  - FirstCarbon Solutions Inc

Recent News  

Represented by Co-Founder and CEO, Mr. James Donovan and Director for the UK, Mr. Ben Wilde, ADEC Innovations is presented a certificate and recognised by Ethical Corporation as a finalist in the Solution Provider of the Year category at the 2017 Responsible Business Awards.
Ben Wilde is director for the UK at ADEC Innovations, an impact investing company that designs and develops a diverse technology portfolio of Environmental, Social and Governance (ESG) solutions. A business and economics graduate with close to a decade of experience in the data and document management industry, Wilde leads the design and delivery of technology solutions aimed towards managing large volumes of corporate responsibility and operations data.

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Ben Wilde is a director at ADEC Innovations, a leader in advancing sustainable practices around the world and helping organizations grow and operate responsibly.

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Only 40 percent of companies report having KPIs or metrics for supply continuity and supply-chain risk mitigation, according to Ben Wilde, director of Europe with ADEC Innovations, a provider of technology and data management for environmental, social and governance (ESG) initiatives.
Why the gap, at a time when companies acknowledge the need for better risk management? Having the right KPIs in place "is very expensive," Wilde says. At the same time, suppliers are being inundated by audits, sometimes at the rate of 40-50 per year. Key elements to measure include ongoing improvements in areas such as energy and carbon use, Wilde says. To a certain degree, a company's ability to motivate suppliers to participate in such initiatives depends on its bargaining power over them. A major account is in a better position to dictate supplier compliance. Conversely, if the supplier is less reliant on a single customer, it might balk at the effort required to satisfy that nominal partner. It can be a challenge to put into place an effective system when the power dynamic is skewed in favor of the supplier, Wilde acknowledges. But the conversation needs to occur from the start, says Wilde, with the customer's requirements built into the contract. "The earlier you can engage them on that, the better," he says. Wilde says Tier 1 suppliers can be instrumental in obtaining key information from further up the chain. There's plenty of progress yet to be made in achieving full visibility of a multi-tier supply chain. Ideally, KPIs should be established up front and "cascade" up the tiers. "We're not seeing the baton being passed quite in that way yet," Wilde says. "But I think that will happen." None of this relieves the original equipment manufacturer or buyer from responsibility for violations of a supplier code of conduct. Regular audits and on-the-ground inspections, whether by the customer or its representative, are essential. In the end, it's the most visible partner that will be blamed, so constant vigilance at all levels is a must. "If I'm a brand," says Wilde, "I can't disassociate myself from my supply chain."

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