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s the world's largest and most broadly based healthcare company, Johnson & Johnson knows that wherever it goes, a ripple follows. With over 130,000 employees spread across more than 260 operating countries and 60 countries worldwide, Johnson & Johnson registers a profound impact in healthcare facilities, homes, and communi ties across the globe. With the company's position as a corporate leader comes a deep and abiding sense of responsibility. For instance, as a purchaser, Johnson & John son can be a powerful engine of economic empowerment. Suppliers and vendors large and small across the world covet the opportunity to meet the com pany's extensive procurement needs. Fueled by a commitment to serve its communities which is spelled out in its seminal doc ument titled Our Credo work ing with diverse suppliers has been a longstanding Johnson & Johnson imperative. In 1998, the company took the bold step of launching a formal Supplier Diversity & Inclusion program. From its outset, the program aimed to ensure that businesses with diverse ownership, control and operations can become valued partners and grow with John son & Johnson. In doing so, the company can drive societal impact through its supply chain, stimulating local economies and creating opportunities for entrepreneurs. Now in its third decade, the program has grown tremendously and achieved sig t\ 4 { 9 & Johnson spent more than $1.6 billion with diverse suppliers OK{ \tt " percent of the company's total supplier spend. Today, one of the Global Supplier Diversity & Inclusion Program's principal objectives is "partnering with purpose." To achieve this objective, the com pany aims to work with superior \ \~ ~ \~ advocacy groups that can add value to its business throughout its supply chain. A powerful example of these partnerships in action is the work Johnson & Johnson has done with the Diverse Manu facturing Supply Chain Alliance (DMSCA). DMSCA, of which Johnson & Johnson was a founding Corporate member in 2009, is a Washington D.C. \\ j\~ \ with diverse owned and operat ed manufacturing companies to help them achieve operational excellence. One of the orga nization's core initiatives is its Corporate Mentoring Program (CMP), of which Johnson & Johnson is an active partner and supporter. The CMP is a progressive program that helps both mature and maturing manufacturers \ t~ \\ excellence recognition. By advancing through three stages " tt\{ (=H \t\ organizations obtain a widely recognized way to convey to customers their ability and readiness to serve as a sus tained supplier partner. For entrepreneurial organizations who simply need a boost and a guiding hand to compete with larger incumbents, the hands on training that DMSCA staff and partners provide and the stamp of approval that accom panies graduation can have an enduring impact. Today, with ongoing input and guidance from Johnson & Johnson and other corporate members, the CMP continues to evolve and expand. For instance, in 2021, the CMP will add two new phases of training with a focus on helping par ticipants maximize their use of digital technologies. These new enhancements will help diverse suppliers compete even more effectively in the marketplace. David Burton, the CEO of DMSCA, described the impact of Johnson & Johnson on his organization as such: "From day one of their engagement as an Executive Corporate Member over ten years ago, Johnson & Johnson has been exemplary in facilitating the full involvement of its Supplier Diversity Orga nization, Sourcing and Buying Organization, and Supply Chain and Procurement Executives to support supplier selection and engagement in the CMP. There can be no stronger rein forcement for suppliers and for DMSCA ." Going forward, Johnson & Johnson remains committed to growing its partnership with DMSCA and engaging in the critical work the organization is doing to reach, equip, enable and support more diverse owned businesses. Nearly 25 years after its Glob al Supplier Diversity & Inclusion organization was founded, Johnson & Johnson is more ambitious than ever about using its supplier base to advance equity within society. In addition to partnering with purpose, Johnson & Johnson's Global Supplier Diversity & Inclusion organization has three other principal objectives it's working diligently to achieve. First, the company aims to "use its reach and size for good," leveraging its purchas ing power to support communi ties through job and wealth cre ation. Johnson & Johnson also aims to drive inclusion with the goal of creating a supplier base \ -t ~ of its consumers and patients. Finally, the company aims to live its values. Johnson & Johnson wants its customers and patients worldwide to recognize through both its words and its actions that the company is committed to diversity and inclusion. Char lene Vickers, Director of Suppli er Diversity & Inclusion for North America at Johnson & Johnson, summed up the company's path forward: "While we're pleased with our twenty plus year history in supplier diversity, we know we need to continue to evolve our program in order to grow. This means expanding our work in the United States and other countries, extending our program further into our global supply base, and developing and executing strategies to reach historically underserved populations. Together, these approaches will enable us to increase our impact on driving economic inclusion."
Partnering with Purpose:
Johnson & Johnson Collaborates to Drive Diverse Supplier Development
David Burton Charlene Vickers
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