We want our products to contain only raw materials and other materials that have been mined and produced without violating human rights and environmental standards. On account of the complexity of the supply chain and the variety of raw materials and other materials in our products, Daimler takes a risk-based and strategic approach.
Our vehicles generally contain several thousand parts and components. Accordingly, our supply chain is complex. It comprises approximately 60,000 direct suppliers, especially from the regions Europe, North America, and Asia. These in turn have sub-suppliers. Sometimes one supply chain has up to seven or eight sub-levels. At one stage, there can be up to 20 sub-suppliers. And with every innovation and every market development, it dynamically evolves.
We use a variety of measures and concepts for the sustainable management of our supply chain. That includes the screening of our suppliers, risk-based due diligence analyses, and sustainability training courses for suppliers. Through these measures we enforce compliance with social standards and environmental requirements and achieve greater transparency in the supply chain.
We can only achieve the goal of a "clean" supply chain together with our suppliers. Since there is no way of law enforcement, it is not possible to exert influence on the entire supply chain by legal means alone. Moreover, we do not purchase many raw materials directly, but in processed form or as part of components, e.g. in battery cells. We therefore work closely with our direct suppliers, and oblige them to pass on our sustainability standards within the supply chain.
Sustainable supply chain management offers us many opportunities. It enables us to reinforce our stakeholders’ trust in Daimler as a partner and helps us to establish good business practices in markets all over the world. This benefits the sustainable development of society and the conservation of valuable natural resources.