III - Environmental responsibility at half mast The large French groups have joined the Global Pact (Pact of environmental protection launched by the United Nations in 1999). They undertake to reduce consumption goes against the preservation of the environment. Indeed, several measures have been implemented: eco packaging; efforts to reduce consumption of energy, effort to reduce paper consumption and more recently to control the emission of CO2. However, in our survey, the majority of enterprises are large enterprises (size greater than 1,000 employees), it appears that 60% of them have not started a step in that direction! Moreover, in times of crisis, green purchasing is not a priority. Among those who argue this way, the sourcing

is labeled most frequently cited (green label, label HQE - Haute Environmental Quality, ISO 14 001). 6th trend: The new strategic Since the crisis, 30% of companies say favor the "insourcing", namely, repatriation activities internally, given the decline of their own activities. Companies want to purchase a larger contribution (additional savings) even though the purchasing volume decrease. These pressures are pushing directions purchasing practice of killing cost (55%) or cost savings (35%). Only 10% of companies require the purchase of further guidance TVO (contribution to innovation and value creation and strengthening of partnership with suppliers). This means that French companies have a short-term countermeasures to the crisis. The strategic role of purchasing is now limiting its ability to generate cash. In conclusion, it seems that today we expect buyers to reduce costs, even at the expense of network management vendors. Moreover, failure of suppliers seems to think that risk management and monitoring of suppliers are areas of progress for procurement. The supply chain approach considers that the competition is between networks of firms. If in times of stability and economic growth, partnering with strategic suppliers is often proposed in times of crisis, the tendency is to "every man for himself, without any vision of future business. The current behavior (Kleenex suppliers) may generate perverse effects supplier consolidation and emergence of oligopolistic markets where power relations are favorable to suppliers or during the recovery, donor-order companies find themselves faced with a network supplier weakened by the lack of tangible and intangible investment. In addition, it is realized that the finding seems at odds with the recipes for success: companies who win are those who will invest in its people and that will make shopping a function can create value. However, most companies seek to consolidate their margins or reduce the impact of the crisis with short-term levers. Innovation and value creation are not incompatible with the legitimate objectives of cost control. Given the rise in unemployment (we expect about 10% of the workforce unemployed in France by the end of the year) ignore how the difficulties of its close suppliers? What relational ethics should be adopted? If the causes of the crisis are the financial expectations and too little neither risky practices in ethics, as we learned from the lesson? Let us repeat the same mistakes or consider an alternative economic model that implies closer cooperation between the partners?