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Sustaining Competitive and Responsible Enterprises (SCORE) programme, Phase III - Midterm evaluation

eval_number:

3163

eval_url:

https://webapps.ilo.org/ievaldiscovery/eval/3163

location:

country:

Inter-Regional

region:

Inter-Regional

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eval_title:

Sustaining Competitive and Responsible Enterprises (SCORE) programme, Phase III - Midterm evaluation

recommendations:

date:

2020-04-24 00:00:00.0

themes:

theme:

Organizational issues

category:

Planning and programme design

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action_plan:

The SCORE Programme agrees with the recommendation and will continue to reach out to global brands to collaborate in promoting SME productivity and working conditions in their supply chains. It shares the same views with the mid-term evaluation recommendation that global brands outside of the US and Europe are also an important source of collaboration. In fact, it already works with many other global brands at local level, including TASA in Peru and Samsung in Indonesia. The SCORE Programme will continue to involve lead buyers in developing training modules, online training programmes or other sources of expertise. In addition, it will continue to collaborate with ILO MULTI to create synergies in promotion of decent work in global supply chains.

management_response:

Partially Completed

progress:

Partially achieved

admin_units:

SME

title:

6. Building on the experience of engaging lead buyers to date continue to add to ILO SCORE and ILO’s wider learning through specific activities. First, in addition to engaging with US-headquartered global brands (e.g. Apple, Amazon), SCORE Global could engage with global brands headquartered in India, Korea or China which in many countries are at least as important. (For instance, Alibaba [China] is a competitor to eBay and Amazon that has a high profile across Asia; Gojek [Indonesia] is a platform for a vast array of SMEs that successfully competes with Uber across SE Asia.) Second, in addition to looking to lead buyers as a financial sponsor, they could be looked at as a source of expertise. Tier 1 companies have product engineers, quality control specialists and CSR experts whose experience might be relevant to SMEs. SCORE in collaboration with organisations active in such supply chains could explore ways of linking this expertise to implementation partners where there was interest. This is a low priority, but one that could be addressed during Phase III as part of SCORE Global’s investment in building relationships with lead buyers.

project_symbols:

NO_DC_SYMBOL_64

url:

https://webapps.ilo.org/ievaldiscovery/recommendations/14253

information_source:

Head Quarters

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