商品ライフサイクルのマッピング

各段階における影響の軽減


デザインから調達、製造、お客様のクローゼットへ商品がたどり着くまでの商品ライフサイクルにおける環境への影響を理解するために、Gap Inc. ではライフサイクルアセスメント(LCA)を実施しています。私たちはこのアセスメントを利用して二酸化炭素排出量、化学薬品や水の使用量などの指標を算出しています。LCAは自社商品のライフサイクルの全てのプロセスで環境への影響を軽減するために、サプライチェーン、社内のチーム、お客様にどのように私たちが関与できるかを理解するために役立ちます。

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Gap Inc. では、デザインから調達、製造、お客様のクローゼットへ商品がたどり着くまでの商品ライフサイクルの全プロセスにおける環境への影響を理解するために、ライフサイクルアセスメント(LCA)を実施しています。


私たちはこのアセスメントを利用して二酸化炭素排出量、化学薬品や水の使用量などの指標を算出しています。LCAの実施により、自社商品のライフサイクルにおける全段階で環境への影響を軽減するためには、どのようにサプライチェーン、社内のチーム、お客様に働きかけることができるのかを知ることができます。

Gap Inc. は、各ブランドの商品アソートメントにおいて重要な役割を果たすメンズ、ウィメンズのジーンズ、そしてTシャツに対しても環境影響の測定を行ないました。その結果、水にまつわる環境影響の最も大きな要因は原材料にあることがわかりました。これは、コットンの栽培に多くの水が使われることに起因しています。また、二番目に大きな要因は、消費者による衣類の洗濯にありました。ジーンズやその他衣類の洗濯後の乾燥に大量のエネルギーを消費されるため、商品ライフルサイクルの中では消費者の段階で最大量の二酸化炭素が排出されていることも分かりました。 

これらの結果をもとに、原材料の選択、素材開発、衣類の製造や仕上げ加工など、当社が直接影響をおよぼすことができる分野において取り組みを強化しました。また、耐久性が高く、愛着を持って何年も着用される衣料品は、商品ライフサイクルで生じる環境影響が低いこともわかりました。そのため、長年ご愛用いただける仕立ての良さと、時代を問わないデザインにこだわっています。

当社の影響力の大きさ、そしてその影響力を問題解決に向けてどの段階で活用できるのか探るべく、段階的なアプローチでサプライチェーンのマッピングを行っています。サプライヤーとの関係の性質上、当社の目が最も行き届き、管理ができるのは一次サプライヤーです。Gap Inc. の一次サプライヤーとは、衣料品に刺繍、裁断、縫製、仕上げを行う裁断縫製施設と、物流センターへの発送前に仕上げ加工および梱包前のクリーニングを行う洗浄施設を指します。当社では一次サプライヤーの全施設に、サステナブル・アパレル連合が作成した、環境への貢献度の自己評価と改善項目の特定ができるヒグ・インデックスに回答するよう求めています。Gap Inc. は2016年より、取引のある全稼動施設のリストを公表しています。 

二次サプライヤーは、製編、製織、染色などの工程によって完璧な色、パターンの生地を製作する繊維工場を指します。戦略的な二次サプライヤー施設の図式化を行い、二次サプライヤー工場の全施設を体系的にマッピングしています。さらに、2017年3月には全工場を対象に「社会・環境問題に関する最低限の期待値」を定め、社会・環境モニタリングおよびパフォーマンス基準を確立しました(詳細は繊維工場における環境負荷の低減をご覧ください)。これまでに中国、インド、ベトナム、バングラデシュにある当社の戦略的パートナー工場の30%が、水やエネルギー効率に関するプログラムに参加しており、今後さらにその数を増やしていく予定です。

原材料の栽培や抽出、初期段階の生産、原材料から繊維への加工などを担当する三次サプライヤーから調達する素材から、当社のサプライチェーンが始まります。

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

To understand our impacts and where we have the greatest leverage to address issues, we use a tiered approach to mapping our supply chain. The nature of our relationships with our product suppliers means we have the most visibility and control over our tier 1 suppliers. Our tier 1 suppliers encompass cut-and-sew facilities—where garments are embroidered, cut, assembled and finished—and laundries, where finishes are applied and garments are washed before being packaged and sent to our distribution centers. All of our tier 1 facilities are asked to respond to the Sustainable Apparel Coalition’s Higg index, a self-reporting tool that evaluates environmental performance and helps identify opportunities for improvement. Since 2016, we have published a complete list of our active facilities

Our tier 2 suppliers include textile mills, where fabric is woven or knit and dyed to the perfect color or pattern. We have mapped the facilities of our strategic tier 2 suppliers and are systematically mapping out all facilities for our tier 2 mills. Additionally, we published Minimum Expectations of Social and Labor and Environmental Issues to our entire mill base in March 2017, establishing standards for both social and environmental monitoring and performance (read more on our engagement with mills around water consumption and quality). So far, we have engaged 30% of our strategic mill facilities in water and energy-efficiency programs in China, India, Vietnam and Bangladesh, and we are planning to engage more. 

Our supply chain begins with what’s sourced from suppliers within tier 3, which includes raw material cultivation and extraction, the first stages of production and the preparation of those materials into fibers ready to become cloth.

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