【德勤】电力供应链：实现安全性、可持续性和弹性 Electric power supply chains Achieving security,sustainability,and resilience

Electricpowersupply

chains:Achievingsecurity,sustainability,andresilience

Assupplychaindisruptionsbecomethenewnorm,what

strategiesistheelectricpowersectoradoptingtomitigatetheirimpact?

Contents

Introduction

2

Multipledisruptorsimpacttheelectricpowersupplychain

3

Demandgrowthcouldwidenthegapbetweenclimategoals

andcriticalmaterialsupplies

7

Securingtheelectricpowersupplychainisincreasinglycritical

11

Buildingsustainabilityintotheelectricpowersupplychainis

becomingapriority

14

Acirculareconomycanboostsupplychainsecurity,sustainability,

andresilience

17

Creatingrobustelectricpowersupplychains:Theroadahead

22

Endnotes

2

3

2

Introduction

disruptionstosupplychainshaveaffected

operationsacrossmostindustries.Andthe

OVERTHEPASTtwoyears,multiple

electricpowersectorisnoexception.Thesectorwasgrapplingwithnumerouschallengeswithinitssupplychainnetworksevenbeforerecentdisruptionsdrivenbythepandemicandthe

RussianinvasionofUkraine.1

Thesedisruptions—rangingfromlogistics

bottleneckstoshortagesofrawmaterialsandcomponentsandlaborshortages—haveresultedinrisingcostsandascarcityofessentialelectric

supplies.2Theyhavealsowidenedthegapbetween

demandandsuppliesofelectricalequipmentandcomponents,slowingthecleanenergytransition.Asaresult,manyelectricpowerandrenewableenergycompaniesarerevisitingsupplychainstrategiesandrebootingtheirapproachtosupplychainriskmanagement—andtheirboards

increasinglyexpectit.Someareintegratingsupply

chainmanagementdeeperintobusinessplanningandinvolvingsupplychainmanagersinthecapitalplanningprocess.Theyareworkingtodevelopmoresecureandsustainablesupplychains,whilemanagingthird-partyrisktoensureresilienceinthefaceoffuturedisruptions.

Tobetterunderstandthetypesofsupplychain

disruptors,theirimpactonthesector’soperations,andthestrategiesusedtoovercomethesedisruptions,Deloittesurveyedmorethan50electricpowerandrenewablesectorexecutivesin

theUnitedStates.Thefindingsweresupplemented

byinterviewswithexecutivesandleadersin

utilitiesandotherelectricpowerproviders.Usingtheseinsights,thisreporttakesanin-depthviewofhowtheelectricpowersectorcanimproveitssupplychainsecurity,sustainability,andresilience.

3

Multipledisruptorsimpactthe

electricpowersupplychain

supplychaingridlockandimpactingend-

to-endoperationsintheelectricpower

ACOMBINATIONOFDISRUPTORSisdriving

sector.Prepandemicsupplychainvulnerability,duelargelytothegeographicconcentrationofcomponentmanufacturingandcriticalmineralsmining,hasbeencompoundedbytheeffectsofthe

pandemicandtheRussianinvasionofUkraine.

Wehavedividedthesedisruptorsintofive

categories—environmental,geographic,

operational,technological,andmacroeconomic—whichimpactedbetween32%and98%ofoursurveyrespondents’supplychainoperations

(figure1).

4

Macroeconomic

Tradepolicies,laborshortages

•Tradetariffsandquotascandisruptprocurementofmaterialsand

componentsfromforeignsuppliers,anddomesticmanufacturersmay

lackproductioncapabilitiestofillgaps

•Laborconstraintsatportsandshortagesofskilledlaborersarealsocontributingtothesupplyimbalance

Technology

Riskofcyberattacks,chipshortages

•Fragmenteddigitalsupplychainsforelectricpowercompaniesarecontributingtosupplier-drivencyberrisks

•Theglobalshortageofhigh-endsemiconductorsconcernselectricpowercompanies,ascomponentssuchassolarpanelsandwindturbinesrequirechipsetstocontrolandmanage

Geographic

Majorcommodityshortages,pricefluctuations

•Clean-energytransitionisshiftingkeyrawmaterialsfromfueltominerals,

makingsupplychainshighlydependentonpotentiallyinsecureforeignsources

•Globalmaterialssourcingoftenlimitedtoasmallnumberofcountriescan

constrainsuppliesofpowerequipmentandmaterials

Environmental

Tougherenvironmentalregulations,climate-relatednaturaldisasters

•Increasingseverityandfrequencyofextremeweathereventsrisksdamaging

utilityinfrastructure

•StringentenvironmentalpoliciesfordomesticmininghaveledtoUSdependenceonforeignsources

FIGURE1

Respondentsreportoperationalandmacroeconomicdisruptionsasthemost

significantsupplychainchallenges

Percentageofrespondentswhoidentifiedeachdisruptorashavingsignificantimpact

Manufacturedcomponentshortages,logisticsconstraints,

divergentproductstandardsandregulations

•Limitedavailabilityofrawmaterialsandlongerleadtimeforcomponents

•Globalshippingcongestion,risingfreightcharges,andcontainershortages

areaffectingprojecttimelines

•Divergentproductstandardscoupledwithpent-updemandcanhinder

electricalequipmentprocurement

Operational

98%

92%

44%

42%

32%

Source:DeloitteElectricPowerSectorSupplyChainSurvey.

5

86%

Increasedoperationalcosts

62%

Lossofproductivity

22%

Customerimpact

36%

Lossofsales

64%

Projectdelays

28%

Increasedleadtimes

•Nearlyalloftherespondents(98%)consider

operationalchallengesasmajordisruptorsintheirsupplychains.

•Inaddition,almostall(92%)alsosee

macroeconomicfactors,suchaslaborshortages

andtradepolicy,assignificantdisruptors.

Pandemic-drivenlaborshortages,ontopof

preexistingshortagesresultingfromarapidlyretiringworkforce,arefurtherexacerbatingsupplychainchallenges.

Theimpactofthesedisruptorsontheelectric

powersectorhasbeenwide-ranging—from

increasedcoststoprojectdelays(figure2).They’re

notonlyimpactinggridmodernizationeffortsand

cleanenergydeployment,butalsocausingservice-

relateddelays.Electricpowercompaniesaredraininginventoriesastheycontinuetoupgrade

equipment,whilereplacementsareoftendelayed.3

Alongwithothersupplychaindisruptions,

aUStradeinvestigationintosolarpanel

suppliesfromfourSoutheastAsiannations

hasalsoloomedovertheindustry,withthe

potentialtofurtherconstrainsupplies.To

mitigatethedampeningeffectonthemarket,theBidenadministrationwaivedtariffsonpanelsfromthefournationsfortwoyearsandinvokedtheDefenseProductionActto

boostdomesticsolarpanelmanufacturing.a

aNicholaGroom,“UStoconsidertariffsonsolarpanels

madeinSoutheastAsia,”Reuters,March29,2022.

Andrippleeffectsareimpactingthebroader

economy,sometimesslowingnewhome

constructionduetoalackofelectricalequipment—especiallydistributiontransformersandsmart

meters4—anddelayingtransportation

electrification.5

FIGURE2

Electricpowerprovidershighlightmultipleconsequencesofsupply

chaindisruption

Percentageofrespondentswhoselectedeachconsequence

Source:DeloitteElectricPowerSectorSupplyChainSurvey.

6

Accordingtooursurvey,respondentsbelieve

increasedoperationalcosts(86%),projectdelays

(64%),andlossofproductivity(62%)aresignificantlyimpactingtheindustry.Amongtheindustriesmostacutelyaffectedbythesesupply

chainconstraintshasbeenthesolarindustry,

whereathirdofallutility-scalesolarcapacityscheduledintheUnitedStatesforcompletioninQ42021wasdelayedbyatleastaquarter.Atleast13%oftheplannedcapacityforcompletionin2022

haseitherbeendelayedbyayearorcanceled.6This

trendwilllikelycontinueoverthenexttwoyearsassomeutilitieshavewarnedtheymayneedtodelay3–4GWoftotalsolarinstallationsuntil2024due

toshortagesofsolarpanelsandotherequipment.7

Asevereshortageofkeycommodities,materials,

andlaborcancreateaninflationarycost

environmentforcompanies,resultinginincreased

componentcosts.Transformerpriceshavedoubled,whiletheaverageleadtimefordeliveryhasatleasttripledfromwhatitwastwoyearsearlier,reaching

52weeksinsomecases(figure3).8

FIGURE3

Disruptorshavesignificantly

impactedcomponents’costand

deliveryleadtime

Cost

increase

Lead

time

Transformers

20–100%

100–400%

Wireandcables

20–60%

60–300%

Precastmanholes

(electric)

60%

400–600%

PVCconduits

400–500%

900–1,400%

Stainlesssteel

valvesandfittings

5–20%

200–300%

Batteries

15–25%

50–100%

SolarPV20–30%30–50%

Note:Costincreasesandleadtimearecalculatedfrom

secondaryresearch,examples,casestudies,andutilityprojectstatusreports,usinginformationfromthesourceslistedbelow.

Source:JacksonvilleDailyRecord;FederalReserveBank

ofSt.Louis;ScoopRobotix;KitCarsonElectricCooperative;NewsHerald;DawsonPublicPowerDistrict;WUSFPublicMedia;Reuters;MerfishUnited;BusinessWire;AmericanPublicPowerAssociation;ETEnergyworld;andDeloitteanalysis.

7

Demandgrowthcouldwiden

thegapbetweenclimategoalsandcriticalmaterialsupplies

intheUnitedStatesbetween2035and

2050isexpectedtorequiretriplingorquadruplingeachyearthe25GWofwindandsolar

MEETINGA100%cleanelectricitystandard

capacityaddedin2021.9Renewabledevelopers

currentlyhave282GWofwindandsolarinproject

pipelinesintheUnitedStatesthrough2025.10In

addition,gridstoragedeploymentswouldneedtoincreasefromanaverageof1.6–11GWhperyearin

the2020sto40–250GWhperyearinthe

2040s.11

Aselectricpowercompaniescontinuetoannounce

decarbonizationgoals,manywillseektobuildnew

renewableenergyprojectstofulfillthem.And

demandforrenewablescouldincreaseevenmore

rapidlywithenactmentoftheInflationReduction

Actandtheincentivesit

provides.12

Butbuilding

cleanenergytechnologiessuchassolarandwind

generallyrequiresmoreminerals,includingrareearthelements,thantraditionalfossil-fuel

technologies.13

Ouranalysisshowsthatabout31

milliontonsofkeyminerals/materialsarerequiredtosupportsolarandwinddemandintheUnited

Statesby2050(figure4).Withhighrelianceon

importsformostofthesematerials—and

competingdemandfromotherindustriesforthesameminerals—there’sanimminentmismatchbetweenUSclimategoalsandtheavailabilityofcriticalmineralsessentialtomeetthem.

8

Demand(milliontons)

REEandother

materials

Nickel

Chromium

Manganese

Zinc

Silicon

Copper

Aluminum

Importpercentage

12

10

8.8

8

6.6

6

4

2.3

2

0.3

0.2

0.1

0.1

0

FIGURE4

AsthepushtomeetUSclimategoalsincreases,demandforthecritical

mineralsnecessarytogeneratemorerenewableenergyisalsoexpectedtorise

EstimatedUSdemandandimportdependenceforkeycleanenergymineralsand

materialsthrough2050

Material/mineraldemandNetimportrelianceasapercentageofconsumption

14

12.8

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

Notes/assumptions:Demandestimatesrepresentthecumulativematerialdemandrequiredforsolarandwindtechnology

from2022to2050basedonWoodMackenzie'sEnergyTransitionOutlook2021projections.Mineralintensityhasbeenconsideredconstantovertheperiod.“REEandothermaterials”referstorareearthelementssuchasmolybdenum,neodymium,dysprosium,praseodymium,andterbium.Mineralrequirementsforsolarmodulesareprojectedformodulesmadewithcrystallinesilicon(c-Si)technology,sincetheyconstitute84%ofmodulesusedintheUnitedStates.These

includealuminum,copper,andsilicon.Forwind,themineralsconsideredincludealuminum,copper,chromium,manga-

nese,nickel,zinc,andrareearthelements.

Sources:USEnergyInformationAdministration;WoodMackenzie;EuropeanUnionJointResearchCenter;USGeological

Survey;andDeloitteanalysis.

Further,thecleanenergytransitionwillrequirea

significantexpansionoftransmissionand

distributioninfrastructure,bothnewandend-of-

lifelinereplacements,includingpower

transformersandhigh-voltagedirectcurrent

(HVDC)systems,aswellasdigitalequipmentsuch

asdigitalrelays,smartmeters,andsmart

inverters.14

Andtherawmaterialsformanyofthese

arehighlydependentonasmallnumberof

countries,makingthemvulnerableto

disruption.15

Theelectricpowersector

ispursuingstrategies

toovercomethese

immediatechallenges—

butaretheysufficient?

Electricpowerandrenewableenergycompanies

aretakingstepstoresolvethesesupplychainpressures,includingusingemergencystocksofcomponentssuchastransformerstoaddressshort-termdemand,reviewingandplanningall

9

82%

Increasesafety

stocklevels

50%

Monitorinventory

levelsfrequently

scheduledwork,substitutingavailablematerials

whenpossible,improvingcommunicationwithsuppliersonthetiminganddeliveryofmaterials,

anddigitalizingprocessestoboostefficiency.

Figure5highlightsthetopthreestrategiesour

surveyrespondentsarepursuingtoovercomesupplychainchallenges.

Othersolutionsthatcompanies,endusers,and

governmentsareimplementing—particularlyinthecleanenergysector—includedevelopingmoredomesticcomponentmanufacturing,boostingminingandproductionofcriticalmineralsand

materials,andcommittingtofuturedemandto

incentivizeglobalinvestment.InJune2022,agroupofindependentpowerproducersformedtheUSSolarBuyerConsortiumtosupportexpansion

ofthedomesticsolarsupply

chain.16

However,tomitigatefar-reachingimpacts,the

electricpowersectorwilllikelyneedtoadoptnew,holisticapproaches.Developingresilientsupply

chainsthatarealsosecureandsustainablewillrequireacohesivesupplychainmanagementstrategy.

FIGURE5

Powerandrenewableenergycompaniessurveyedareadoptinganumberof

strategiestoovercomesupplychainchallenges

Percentageofsurveyrespondentswhoselectedeachstrategy

82%

Digitalizesupply

chainmanagement

Source:DeloitteElectricPowerSectorSupplyChainSurvey.

10

STAKEHOLDERSCOMETOGETHERTOBUILDUSOFFSHOREWINDINDUSTRYSUPPLYCHAINS

AchievingtheUSnationaloffshorewind(OFW)energytargetof30GWby2030isexpectedto

requireasignificantramp-upindomesticmanufacturing,infrastructure,andworkforce.Industrystakeholdersaretacklingthisgoalonthreefronts:

•Shippingandportinfrastructure:Offshorewindlogisticsrequirespecializedinfrastructure,

particularlyportsandinstallationvessels,whichdoesnotcurrentlyexist.Theindustryisbringingwindcomponentmanufacturingfacilitiestoports,supportingredevelopmentofexistingports,andbuildingdomesticshipstocomplywithUStradepolicies.Recently,OFWvesselsweredesignatedas“nationalinterest,”makingthemeligibleforfinancialsupport

throughafederalshipfinancing

program.17

•Windturbineproduction:TheindustryiscreatingopportunitiestoestablishanOFWTier1

(nacelle,towers,blades)supplychainandmanufacturersplantobeginproductionatUSfacilitiesinthecomingyears.SiemensGamesaRenewableEnergyannouncedthatitwillinvest

inanewbladeproductionfacilityforOFWturbinesin

Virginia.18

Additionally,UScompaniesare

partneringwithEuropeancompaniesbothtoprocuremanufacturedcomponentsanddevelop

thosecapabilities

domestically.19

•Workforcetraining:Approximately10,500–42,500domesticfull-timeequivalentjobswilllikely

beneededoverthenext10yearstosupporttheOFWindustry.Companiesareincludingworkforcetrainingandoutreachaspartoftheirprojectdevelopmentplansandusingnewtechnologiestotrainprofessionals.ApartnershipbetweenSiemensGamesaRenewableEnergy

andVinciVRusesvirtualrealityprogramstotrainandcertifyOFW

professionals.20

11

Securingtheelectric

powersupplychainis

increasinglycritical

ofsuppliersandcontractedlaborersproviding

expertiseandskillshasexpandedoverthe

FORELECTRICPOWERcompanies,thenumber

yearstomeetawiderangeofindustry

needs.21

For

example,from2015to2020,Exelon’ssupplierpoolhadgrownby18%,to8,000suppliers,andits

spendingroseby13%toUS$9.5

billion.22

Inthe

caseofcleanenergytechnologies,concernsaboutsupplychainsecurityaffectnotonlymanufacturedcomponentsbutalsogodeeperintothekeymaterialsandcriticalmineralsneededtobuildthosecomponents(see

Renewabletransition:

Separatingperceptionfromreality

).Tomanufactureasolarpanel,about40componentsmustgettothefactory,includingrareearth

elements,23makinganalyzingnotjustTier1,but

alsoTier2andTier3suppliersincreasingly

importanttodiversifysupplyrisk.

Whilehavingsuchavastbreadthanddepthof

supplierscanhelpmitigatesupplyconstraintscausedbynaturaldisasters,pandemics,tradepolicies,andmore,itcanalsoopenthedoortomorenoncomplianceandsafetyrisks,especially

withoutadequatesupplierqualificationandrisk

managementcontrols.Understandingthese

multitiersupplierdependenciesandvulnerabilitiesbettercanhelppowerandrenewableenergycompaniesaddressnotonlythephysicalbutalsothecybersecurityrisksthatthesectorisincreasinglyfacing.

Consequently,manycompaniesareexpanding

theirsupplychainmanagementapproachand

integratingitintototalthird-partyrisk

management(TPRM).Infact,theirthird-party

networksnowgowellbeyondsuppliersofgoods

andservicestoincludeaffiliatesandjointventure

partners,researchanddevelopment(R&D)

organizations,technologyincubators,retailers,

distributors,andsalesagentsthatcancausedisruptionsinthesupplychain.

Untilrecently,companiesintheelectricpower

sectoroftenaddressedsupplychainriskmanagementinsiloes,separatingrisksrelatedto

policy,technology,finance,corruption,

cybersecurity,suppliersandotherstakeholders,

andmore.Andsupplychainownersoftenhadsoleresponsibility.ButsiloedapproachestoTPRMcanresultincheck-the-boxexercisesinwhichabusinessunitorfunctionnarrowlyfocusesonasinglepartofthebusiness,withoutconsidering

theeffectsonotherareasofsupplychain.Today,

there’sincreasingcoordinationbetweenfunctions

inamoreintegrated,cross-riskapproach.Executivesacrosstheorganization,fromchief

financialofficerstochiefoperatingofficers,are

increasinglyinvolved,andsomecompaniesare

combiningsupplychainwithTPRM.Theseprogramsarecontinuouslymonitoredtoenableproactivemanagementofemergingrisks.Asenior

supplyofficialataMidwesternutilitynotedthat

theyrecentlyintegratedsupplierrelationship

managementintotheirsupplierqualityteamandaligneditwiththesupplychainfunction.

12

Companiescanmanagetheserisksbyimproving

supplychainvisibility—illuminatingeachtierof

thesupplychainfromprimarysupplier(Tier1)

throughtheirsupplier’ssupplychain(Tier2and

beyond).Withgreatervisibility,theycanbetter

understandthepotentialrisksinvolvedwitheach

supplychainpartner,acrossalltiers.Forexample,acompanymightthinkitisdiversifyingriskby

procuringsolarpanelsfromfourtofivesuppliers,

butifthosesupplierswereallpurchasingacritical

elementforproducingsolarpanels,suchaspolysilicon,fromthesamesupplier,theriskmay

beinsufficientlymanaged.Mostofoursurvey

respondentsreportedlimitedvisibilityintotheir

suppliernetworkbeyondTier1orTier2(figure6).

Managingcybersecurityriskin

electricpowersupplychains

Cyberattackstargetingenergysystemshave

increasedoverthelastfiveyears,24andpower

sectorvulnerabilitymayberisingasrenewableand

distributedenergyresources(DERs)areaddedand

systemsbecomemorecomplex,digitalized,and

decentralized.What’smore,theseattacksaremore

frequentlytargetingoperationaltechnology(OT)

andindustrialcontrolsystems(ICS),andthe

softwareusedtoconnectinformationtechnology

(IT)andOT.25ThesecybercriminalsoftenseeICS

asattractivetargetsforransomwarethinkingoperatorsmightpayuptoavoiddowntime.

Digitalizingresourcesandconnectingthemto

operatingsystemscancreatenewvulnerabilities,includingsupplychainrisksfordigitalcomponentssuchassoftware,virtualplatformsandservices,

anddata.Severalcyberattacksspecificallytargeting

theenergysectorhaveexploitedsupplychain

vulnerabilitiesintrustedthird-partysupplierswithlesssecurenetworks(see

Managingcyberriskin

theelectricpowersector

foradditionaldetails).

FIGURE6

Lessthanone-thirdofrespondentshavevisibilitybeyondTier2suppliers

Percentageofsurveyrespondentswhoselectedeachlevelofvisibility

Tiers1,2,and3

30%

Tiers1and2

46%

Tier124%

Notes:Tier1includespartnerswithwhomcompaniesdirectlyconductbusiness,includingcontractedmanufacturing

facilitiesorproductionpartners;Tier2includescompaniesthatproduceandsupplypartstoTier1fromthematerialobtainedviaTier3;Tier3includesrawmaterialproviders.

Source:DeloitteElectricPowerSectorSupplyChainSurvey.

13

Thesupplychainfordigitalcomponentsiscomplex,

fragmented,andvirtual.Softwaredevelopmentisoftensourcedgloballytosavecosts,andpartsoftheprocessmaybesubjecttocontrolbyadversarieswhocouldinsertmaliciouscodeorotherwiseinterferewithsoftwareordatasets.Similarly,virtualplatformsandserviceshostedindatacenterswithinadversarynationsaresubjecttothesametypesofcollectionandinterference.

Topreventorlimittheimpactoffuture

cyberattacks,electricpowerandrenewableenergycompaniescanalsoenhancevisibilityintotheir

suppliers’cybersecurityprofilesandrequirethat

theymeetcertainminimumstandards.For

example,theycouldrequirethatsuppliershavea

formalcybersecurityprogramfortheproductor

servicesofferedorprovidea“billofmaterials”

detailingtheprovenanceofallproduct

components.Figure7indicateshowwidespreadselectedvendorrequirementscurrentlyareamongoursurveyrespondents.

Notably,somepowerandutilitycompaniesare

applyinglessonslearnedfromcompliancewiththeNorthAmericanElectricReliabilityCorporation’s

CriticalInfrastructureProtection(NERC-CIP)

standards.WhileNERC-CIPstandardsare

mandatedonlyforbulkelectricsystemassets,somepowercompaniesareexpandingtheirenhancedcybersecuritysupplychainriskmanagementtootherpartsoftheirbusinesses.

FIGURE7

Manyelectricpowersectorsurveyrespondentsrequirethird-partysuppliers

ofconnectedproductsandservicesto...

...haveaformalproductsecurityprogramfortheconnectedproductorservicesoffering

88%

...haveaprocessforevaluatingtheirsuppliers'securitypractices,includingvalidatingsecuritytesting

ofsuppliedproducts/services

70%

...provideabillofmaterials(BOM)thatdescribesalltheunderlyingcomponentsofitsproduct,

origination,anddeveloper/creator

70%

...provideasummaryofsecurityfeaturesand/orcompleteacybersecurityquestionnaireand

securityriskassessment

54%

...employprocessestoensuresecurityofproducts/servicesaftersale

50%

...adheretoleadingpracticesforsecurity-by-designandhavedesignedsecuritysafeguardsinto

theproduct

46%

Source:DeloitteElectricPowerSectorSupplyChainSurvey.

14

Buildingsustainabilityinto

theelectricpowersupplychainisbecomingapriority

increasinglycommittingtoputting

environmental,social,andgovernance(ESG)considerationsatthecoreoftheirdecision-makingprocessandintegratingitintotheirstrategiesandoperations.Andsupplychainsarebecominganimportantfocusarea.Sincesupplychainsareoutsideacompany’scoreoperations,theycancreatesomeofthehighestESGcomplianceexposure.Thesector’svastbreadthanddepthofsuppliersalsomeansthatESGrisks,especiallyforthecleanenergysector,reachmultiplevaluechainpartnersandsectors,includingmanufacturing,mining,andconstruction.Asinvestors,customers,regulators,andotherstakeholdersbegindemandingsustainableandethicalpracticesacrosstheproductioncycleofcleanenergy,ESGconsiderationsinthesupplychainwilllikelymultiply.

COMPANIESINTHEelectricpowersectorare

Electricpowercompaniescanbenefitfroma

thoroughunderstandingofpotentialESGrisk

exposureacrosstheirsupplychains—fromrawmaterialprocurementthroughproductionand,ultimately,theentireproductlifecycle.Theycanalsogainfromincorporatingtraceabilityintothesupplychaintotracktheprovenanceofproductsandcomponentsfromthepointoforiginthroughdelivery