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世界の防衛産業における持続可能性

Sustainability in the Global Defense Industry 2012-2013 - Trends and Opportunities, Budgets, Defense Industry Procurement, and Marketing Initiatives

発行 ICD Research 商品コード 216568
出版日 ページ情報 英文 130 Pages
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世界の防衛産業における持続可能性 Sustainability in the Global Defense Industry 2012-2013 - Trends and Opportunities, Budgets, Defense Industry Procurement, and Marketing Initiatives
出版日: 2012年10月13日 ページ情報: 英文 130 Pages
概要

当レポートでは、世界の主な防衛企業の経営幹部に対する聞き取り調査の結果を基に、世界の防衛産業における持続可能性(環境問題への配慮)に関連した取り組みについて分析し、特にグリーン調達(sustainable procurement)に関連する行動や意思決定、マーケティング部門での対応などについて詳細に調査し、その結果を地域・売上高・立場(バイヤー側かサプライヤー側か)などで整理して、概略以下の構成でお届けします。

第1章 イントロダクション

第2章 エグゼクティブ・サマリー

第3章 防衛産業における持続可能性

  • 持続可能性の主な促進要因
  • 持続可能性の主な障害
  • 主な成長市場

第4章 持続可能性の導入

  • 持続可能性のための組織的な前提条件
  • 主な省エネ対策
  • 廃棄物管理手法
  • 持続可能性の効果的な監視方法

第5章 持続可能性の財政面での影響

  • 費用節約への期待
  • 持続可能性対策予算の計画変更

第6章 グリーン購入

  • サプライヤー選択の重要な要素
  • グリーン購入への支出額
  • グリーン購入の特質
  • グリーン購入と設計手法
  • 持続可能的な製品・サービスの調達

第7章 マーケティングのグリーン・イニシアティブ

  • グリーン・マーケティングの促進要因
  • 「グリーン証明書(green credentials)」のマーケティング
  • 販売促進の効果的なチャネル

第8章 付録

図表一覧

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目次
Product Code: DF1910PR

Description

Product Synopsis

"Sustainability in the Global Defense Industry 2012-2013: Trends and Opportunities, Budgets, Defense Industry Procurement, and Marketing Initiatives" is a new report by Strategic Defence Intelligence that analyzes what sustainability means to the global defense industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives. This report provides a comprehensive account of how executives in the global defense industry perceive sustainability and also explores the key drivers and challenges of sustainability management. Furthermore, this report attempts to forecast the change in demand for various sustainable products and services in different markets across the globe. The report provides access to information categorized by region, company type, and sizes.

Introduction and Landscape

Why was the report written?

This report is a result of responses derived from SDI's exclusive B2B panel of senior decision making respondents and helps in understanding the implementation of sustainability in the industry and its impact on business. It also includes analysis of responses from senior stakeholders, including detailed segmentation, which helps the reader to make well-informed business decisions. The high number of responses from C-level or equivalents ensures optimum credibility and is responsible for accurate snapshots of the industry's best sustainability practices.

What is the current market landscape and what is changing?

50% of buyer respondents consider 'technical expertise' to be a highly important prerequisite for the implementation of sustainability, and 47% consider a 'focus on long term goal achievements' to be important.

What are the key drivers behind recent market changes?

'Cost savings and operational efficiency', 'strengthening competitive position', and 'client demand' are considered to be the most important drivers from defense contractors, while 'client demand', 'cost savings and operational efficiency', and 'growth opportunities' are identified as the main drivers by other service providers.

What makes this report unique and essential to read?

"Sustainability in the Global Defense Industry 2012-2013: Trends and Opportunities, Budgets, Defense Industry Procurement, and Marketing Initiatives" is a new report by Strategic Defense Intelligence that analyzes what sustainability means to the global defense industry and how it is being implemented. Furthermore, this report grants access to the opinions and strategies of business decision makers and competitors, and examines their actions surrounding sustainable procurement practices and marketing green initiatives.

Key Features and Benefits

To identify the most popular or universally accepted indices or practices used in measuring and monitoring sustainability implementation.

To understand the set specific cost saving targets to be achieved when implementing sustainability.

Uncovers the leading concerns of companies in the effective implementation of sustainable practices.

Formulate effective procurement strategies by identifying how sustainability procurement budgets are changing and where expenditure will be directed to in the future.

Identify the specific marketing strategies and channels competitors use to win business.

Key Market Issues

55% of respondents claim that 'adopting video-conferencing' is a key energy efficiency measure they have implemented. In addition, the use of 'energy efficient facilities or control systems' and 'set definite goals for savings' are the other most implemented energy efficiency measures, as noted by 43% and 42% of respondents respectively.

59% of defense buyer respondents consider 'recycling' to be the most-used practice for waste management, while 'landfill' and 'incineration' are the other widely followed practices, as noted by 29% and 18% of respondents respectively.

The top three regions expected to experience the fastest growth in the defense industry in the next 12 months are the US, Germany, and the UK, as stated by 57%, 55%, and 48% of respondents respectively.

On average, buyer sustainability management budgets are expected to rise by 7.3% over the next 12 months, compared to an expected increase of 7% in 2011 and 6.8% in 2010.

Respondents from defense organizations consider 'reduction of energy consumption', 'effective minimization of waste', and 'effective minimization of water consumption' to be critical factors for supplier selection.

Key Highlights

50% of respondents from the buyers' industry consider 'quality and durability' as the most important procurement and design practice they wish to implement over the next 12 months. In addition, respondents from defense organizations expect suppliers to 'design products for personnel safety and security'.

'Corporate or brand websites' and 'email and newsletters' are considered as the two most important marketing channels by 38% and 30% respondents from defense contractors respectively. Additionally, 'public relations' and 'email and newsletters' are accepted as the most important marketing channels by 41% and 39% of respondents from other service providers respectively.

Survey results reveal that 59% of respondents consider 'recycling' to be the most-used practice for waste management, while 'landfill' and 'incineration' are the other widely followed practices, as noted by 29% and 18% of respondents respectively.

'Energy-efficient facilities' and 'composite stack materials' are identified as the products and services that are most expected to see an increase in demand, as noted by 45% and 33% respondents from defense organizations respectively.

Both defense contractors and other service providers consider marketing strategies such as sending 'educational marketing messages' and the need to 'explain cost-benefit of sustainability to clients' to be important in order to market their green credentials to their clients.

Table of Contents

1 Introduction

  • 1.1 What is this Report About?
  • 1.2 Definitions
  • 1.3 Summary Methodology
  • 1.4 About Strategic Defence Intelligence (www.strategicdefenceintelligence.com)
  • 1.5 Profile of survey respondents
    • 1.5.1 Profile of buyer respondents
    • 1.5.2 Profile of supplier respondents

2 Executive Summary

3 Sustainability in the Defense Supplier Industry

  • 3.1 Key Drivers of Sustainability
    • 3.1.1 Key drivers of sustainability - buyers
    • 3.1.2 Key drivers of sustainability - suppliers
    • 3.1.3 Key drivers of sustainability - region
    • 3.1.4 Key drivers of sustainability - turnover
  • 3.2 Major Barriers to Sustainability
    • 3.2.1 Major barriers to sustainability - buyers
    • 3.2.2 Major barriers to sustainability - suppliers
    • 3.2.3 Major barriers to sustainability - region
    • 3.2.4 Major barriers to sustainability - turnover
  • 3.3 Key Markets for Growth
    • 3.3.1 Key markets for growth - all respondents

4 Implementation of Sustainability

  • 4.1 Organizational Prerequisites for Sustainability
    • 4.1.1 Organizational prerequisites for sustainability - buyers
    • 4.1.2 Organizational prerequisites for sustainability - suppliers
    • 4.1.3 Organizational prerequisites for sustainability - region
    • 4.1.4 Organizational prerequisites for sustainability - turnover
    • 4.1.5 Organizational prerequisites for sustainability - senior level respondents
  • 4.2 Key Energy Efficiency Measures
    • 4.2.1 Key energy efficiency measures - all respondents
  • 4.3 Waste Management Practices
    • 4.3.1 Waste management practices - buyers
    • 4.3.2 Waste management practices - suppliers
    • 4.3.3 Waste management practices - region
    • 4.3.4 Waste management practices - turnover
  • 4.4 Effective Monitoring of Sustainability
    • 4.4.1 Effective monitoring of sustainability - buyers
    • 4.4.2 Effective monitoring of sustainability - suppliers
    • 4.4.3 Effective monitoring of sustainability - region
    • 4.4.4 Effective monitoring of sustainability - turnover

5 Financial Implications of Sustainability

  • 5.1 Cost Saving Expectations
    • 5.1.1 Cost saving expectations - buyers
    • 5.1.2 Cost saving expectations - suppliers
    • 5.1.3 Cost saving expectations - region
    • 5.1.4 Cost saving expectations - turnover
    • 5.1.5 Effective monitoring of sustainability by cost saving expectations
  • 5.2 Planned Change in Sustainability Budgets
    • 5.2.1 Planned change in sustainability budgets - buyers
    • 5.2.2 Planned change in sustainability budgets - suppliers
    • 5.2.3 Planned change in sustainability budgets - region
    • 5.2.4 Planned change in sustainability budgets - turnover
    • 5.2.5 Planned change in sustainability budgets - senior level respondents

6 Sustainable Procurement

  • 6.1 Critical Factors for Supplier Selection
    • 6.1.1 Critical factors for supplier selection - buyers
  • 6.2 Expenditure on Sustainable Procurement
    • 6.2.1 Expenditure on sustainable procurement - buyers
  • 6.3 Attributes of Green Procurement
    • 6.3.1 Attributes of green procurement - buyers
    • 6.3.2 Attributes of green procurement - region
    • 6.3.3 Attributes of green procurement - turnover
  • 6.4 Procurement and Design Practices
    • 6.4.1 Procurement and design practices - buyers
    • 6.4.2 Procurement and design practices - suppliers
    • 6.4.3 Procurement and design practices - region
    • 6.4.4 Procurement and design practices - turnover
  • 6.5 Procurement of Sustainable Products and Services
    • 6.5.1 Procurement of sustainable products and services - buyer
    • 6.5.2 Procurement of Sustainable Products and Services - region

7 Marketing Green Initiatives

  • 7.1 Drivers of Green Marketing
    • 7.1.1 Drivers of green marketing - region
    • 7.1.2 Drivers of green marketing - turnover
  • 7.2 Marketing of Green Credentials
    • 7.2.1 Marketing of green credentials - region
    • 7.2.2 Marketing of green credentials - turnover
  • 7.3 Effective Channels of Promotion
    • 7.3.1 Effective channels of promotion - region
    • 7.3.2 Effective channels of promotion - turnover

8 Appendix

  • 8.1 Full survey results
  • 8.2 Methodology
  • 8.3 Contact us
  • 8.4 About SDI
  • 8.5 Disclaimer

List of Tables

  • Table 1: Total Global Defense Industry Survey Respondents by Company Type (%), 2012
  • Table 2: Global Defense Industry Buyer Respondents by Region (%), 2012
  • Table 3: Global Defense Industry Buyer Respondents by Job Role (%), 2012
  • Table 4: Global Defense Industry Buyer Respondents by Turnover (%), 2012
  • Table 5: Global Defense Industry Supplier Respondents by Job Role (%), 2012
  • Table 6: Global Defense Industry Supplier Respondents by Global Company Turnover (%), 2012
  • Table 7: Global Defense Industry Supplier Respondents by Region (%), 2012
  • Table 8: Global Defense Industry: Key Drivers of Sustainability by Buyers (%), 2012-2013
  • Table 9: Global Defense Industry: Key Drivers of Sustainability by Suppliers (%), 2012-2013
  • Table 10: Global Defense Industry: Major Barriers to Sustainability by Buyers (%), 2012-2013
  • Table 11: Global Defense Industry: Major Barriers to Sustainability by Suppliers (%), 2012-2013
  • Table 12: Global Defense Industry: Major Barriers to Sustainability by Region (%), 2012-2013
  • Table 13: Key Markets for Growth, All Respondents (%), 2012-2013
  • Table 14: Global Defense Industry Buyers: Prerequisites for Sustainability (%), 2012-2013
  • Table 15: Global Defense Industry Suppliers: Prerequisites for Sustainability (%), 2012-2013
  • Table 16: Global Defense Industry: Prerequisites for Sustainability by Turnover (%), 2012-2013
  • Table 17: Key Energy Efficiency Measures: All Respondents (%), 2012-2013
  • Table 18: Waste Management Practices: Global Defense Organizations (%), 2012-2013
  • Table 19: Waste Management Practices: Global Defense Suppliers (%), 2012-2013
  • Table 20: Global Defense Industry: Waste Management Practices by Region (%), 2012-2013
  • Table 21: Global Defense Industry: Waste Management Practices by Turnover (%), 2012-2013
  • Table 22: Effective Monitoring of Sustainability: Global Defense Organizations (%), 2012-2013
  • Table 23: Global Defense Industry Suppliers: Effective Monitoring of Sustainability (%), 2012-2013
  • Table 24: Global Defense Industry: Effective Monitoring of Sustainability by Region (%), 2012-2013
  • Table 25: Global Defense Industry: Effective Monitoring of Sustainability by Turnover (%), 2012-2013
  • Table 26: Cost Saving Expectations: Global Defense Organizations (%), 2012-2013
  • Table 27: Global Defense Industry Suppliers: Cost Saving Expectations (%), 2012-2013
  • Table 28: Global Defense Industry: Cost Saving Expectations by Region (%), 2012-2013
  • Table 29: Global Defense Industry: Cost Saving Expectations by Turnover (%), 2012-2013
  • Table 30: Effective Monitoring of Sustainability by Cost Saving Expectations (%), 2012-2013
  • Table 31: Planned Change in Sustainability Budgets: Global Defense Organizations (%), 2010-2012
  • Table 32: Planned Change in Sustainability Budgets: Global Defense Contractors (%), 2010-2012
  • Table 33: Planned Change in Sustainability Budgets: Other Service Providers (%), 2010-2012
  • Table 34: Global Defense Industry: Change in Sustainability Budgets by Region (%), 2012-2013
  • Table 35: Global Defense Industry: Change in Sustainability Budgets by Turnover (%), 2012-2013
  • Table 36: Critical Factors for Supplier Selection: Global Defense Organizations (%), 2012
  • Table 37: Global Defense Industry Buyers: Expenditure on Sustainable Procurement (%), 2012
  • Table 38: Global Defense Industry: Attributes of Green Procurement by Defense Organizations (%), 2012-2013
  • Table 39: Global Defense Industry: Implementation of Sustainable Measures by Buyers (%), 2012-2013
  • Table 40: Global Defense Industry: Implementation of Sustainable Measures by Suppliers (%), 2012-2013
  • Table 41: Global Defense Industry: Implementation of Sustainable Measures by Region (%), 2012-2013
  • Table 42: Global Defense Industry: Implementation of Sustainable Measures by Turnover (%), 2012-2013
  • Table 43: Global Defense Organizations: Procurement of Sustainable Products and Services (%), 2012-2013
  • Table 44: Global Defense Industry: Procurement of Sustainable Products and Services by Region (%), 2012-2013
  • Table 45: Global Defense Industry: Drivers of Green Marketing by Defense Contractors (%), 2010-2012
  • Table 46: Global Defense Industry: Drivers of Green Marketing by Other Service Providers (%), 2010-2012
  • Table 47: Global Defense Industry: Drivers of Green Marketing by Region (%), 2012-2013
  • Table 48: Global Defense Industry: Drivers of Green Marketing by Turnover (%), 2012-2013
  • Table 49: Global Defense Industry: Marketing of Green Credentials by Suppliers (%), 2012-2013
  • Table 50: Global Defense Industry: Marketing of Green Credentials by Region (%), 2012-2013
  • Table 51: Global Defense Industry: Marketing of Green Credentials by Turnover (%), 2012-2013
  • Table 52: Global Defense Industry: Effective Channels of Promotion by Defense Contractors (%), 2010-2012
  • Table 53: Global Defense Industry: Effective Channels of Promotion by Other Service Providers (%), 2010-2012
  • Table 54: Global Defense Industry: Effective Channels of Promotion by Region (%), 2012-2013
  • Table 55: Full Survey Results

List of Figures

  • Figure 1: Global Defense Industry: Key Drivers of Sustainability by Buyers (%), 2012-2013
  • Figure 2: Global Defense Industry: Key Drivers of Sustainability by Suppliers (%), 2012-2013
  • Figure 3: Global Defense Industry: Key Drivers of Sustainability by Region (%), 2012-2013
  • Figure 4: Global Defense Industry: Key Drivers of Sustainability by Turnover (%), 2012-2013
  • Figure 5: Global Defense Industry: Major Barriers to Sustainability by Buyers (%), 2012-2013
  • Figure 6: Global Defense Industry: Major Barriers to Sustainability by Suppliers (%), 2012-2013
  • Figure 7: Global Defense Industry: Major Barriers to Sustainability by Turnover (%), 2012-2013
  • Figure 8: Key Markets for Growth, All Respondents (%), 2012-2013
  • Figure 9: Global Defense Industry Buyers: Prerequisites for Sustainability (%), 2012-2013
  • Figure 10: Global Defense Industry Suppliers: Prerequisites for Sustainability (%), 2012-2013
  • Figure 11: Global Defense Industry: Prerequisites for Sustainability by Region (%), 2012-2013
  • Figure 12: Global Defense Industry: Prerequisites for Sustainability by Turnover (%), 2012-2013
  • Figure 13: Global Defense Industry: Prerequisites for Sustainability by Senior Level respondents (%), 2012-2013
  • Figure 14: Key Energy Efficiency Measures: All Respondents (%), 2012-2013
  • Figure 15: Waste Management Practices: Global Defense Organizations (%), 2012-2013
  • Figure 16: Waste Management Practices: Global Defense Suppliers (%), 2012-2013
  • Figure 17: Global Defense Industry: Waste Management Practices by Region (%), 2012-2013
  • Figure 18: Global Defense Industry: Waste Management Practices by Turnover (%), 2012-2013
  • Figure 19: Effective Monitoring of Sustainability: Global Defense Organizations (%), 2012-2013
  • Figure 20: Global Defense Industry Suppliers: Effective Monitoring of Sustainability (%), 2012-2013
  • Figure 21: Cost Saving Expectations: Global Defense Organizations (%), 2012-2013
  • Figure 22: Global Defense Industry Suppliers: Cost Saving Expectations (%), 2012-2013
  • Figure 23: Global Defense Industry: Cost Saving Expectations by Region (%), 2012-2013
  • Figure 24: Global Defense Industry: Cost Saving Expectations by Turnover (%), 2012-2013
  • Figure 25: Effective Monitoring of Sustainability by Cost Saving Expectations (%), 2012-2013
  • Figure 26: Planned Change in Sustainability Budgets: Global Defense Organizations (%), 2010-2012
  • Figure 27: Planned Change in Sustainability Budgets: Global Defense Contractors (%), 2010-2012
  • Figure 28: Planned Change in Sustainability Budgets: Other Service Providers (%), 2010-2012
  • Figure 29: Global Defense Industry: Change in Sustainability Budgets by Turnover (%), 2012-2013
  • Figure 30: Global Defense Industry: Change in Sustainability Budgets by Senior Level Respondents (%), 2012-2013
  • Figure 31: Critical Factors for Supplier Selection: Global Defense Organizations (%), 2012
  • Figure 32: Global Defense Industry Buyers: Expenditure on Sustainable Procurement (%), 2012
  • Figure 33: Global Defense Industry: Attributes of Green Procurement by Defense Organizations (%), 2012-2013
  • Figure 34: Global Defense Industry: Attributes of Green Procurement by Region (%), 2012-2013
  • Figure 35: Global Defense Industry: Attributes of Green Procurement by Turnover (%), 2012-2013
  • Figure 36: Global Defense Industry: Implementation of Sustainable Measures by Buyers (%), 2012-2013
  • Figure 37: Global Defense Industry: Implementation of Sustainable Measures by Suppliers (%), 2012-2013
  • Figure 38: Global Defense Industry: Implementation of Sustainable Measures by Region (%), 2012-2013
  • Figure 39: Global Defense Industry: Implementation of Sustainable Measures by Turnover (%), 2012-2013
  • Figure 40: Global Defense Organizations: Procurement of Sustainable Products and Services (%), 2012-2013
  • Figure 41: Global Defense Industry: Drivers of Green Marketing by Defense Contractors (%), 2010-2012
  • Figure 42: Global Defense Industry: Drivers of Green Marketing by Other Service Providers (%), 2010-2012
  • Figure 43: Global Defense Industry: Drivers of Green Marketing by Region (%), 2012-2013
  • Figure 44: Global Defense Industry: Drivers of Green Marketing by Turnover (%), 2012-2013
  • Figure 45: Global Defense Industry: Marketing of Green Credentials by Suppliers (%), 2012-2013
  • Figure 46: Global Defense Industry: Marketing of Green Credentials by Region (%), 2012-2013
  • Figure 47: Global Defense Industry: Marketing of Green Credentials by Turnover (%), 2012-2013
  • Figure 48: Global Defense Industry: Effective Channels of Promotion by Defense Contractors (%), 2012-2013
  • Figure 49: Global Defense Industry: Effective Channels of Promotion by Other Service Providers (%), 2012-2013
  • Figure 50: Global Defense Industry: Effective Channels of Promotion by Region (%), 2012-2013
  • Figure 51: Global Defense Industry: Effective Channels of Promotion by Turnover (%), 2012-2013
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