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Erschienen in:
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2016 | OriginalPaper | Buchkapitel

5. Carbon Management in the Supply Network: Measurement and Reporting

verfasst von : Ki-Hoon Lee, Stephan Vachon

Erschienen in: Business Value and Sustainability

Verlag: Palgrave Macmillan UK

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Abstract

As we discuss in this book, business sustainability requires firms to develop and to adopt an integrated supply network which is committed to sustainability in order to mitigate risks and to create business value. In particular, environmental sustainability becomes a critical factor in management of the supply chain and the supply network because of the environmental impacts created along its network. While climate change now seems inevitable, there are increasingly high levels of uncertainty about the magnitude of its impacts. One thing is very clear: climate change will have a multiplier effect on supply chain risks. For example, in the autumn of 2011, an unusually intense monsoon season in Thailand caused floods which inundated more than 1,000 factories in the central region of the country. This flood severely disrupted the global supply of computer hard drives due to the concentration of assembly plants in the region. The global computer manufacturers who are the major buyers of hard drives (for example, Acer, Hewlett Packard, and Lenovo) were forced to cut their fourth-quarter sales between 5% and 10% due to delayed delivery, assembly, production and increased prices.

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Vorheriges Kapitel The Carbon Economy: A Brave New World?
Nächstes Kapitel Waste Reduction and Eco-Efficiency
Anhänge
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Fußnoten
1
Source: Financial Times, October 28 2011.
 
3
See the full report Schaltegger et al. (2013) International corporate sustainability barometer: a comparative study of 11 countries, Centre for Sustainability Management, Luneburg, Germany. Available at http://​www2.​leuphana.​de/​csm/​InternationalCor​porateSustainabi​lityBarometer.​pdf.
 
4
See Lee, K-H (2012) ‘Carbon accounting for supply chain management in the automobile industry’, Journal of Cleaner Production, Vol.36, pp.83–93.
 
5
For more details, see Peace, Crawford, M. and Seidel, S. (2013) Weathering the storm: Building business resilience to Climate Change, Center for Climate and Energy Solutions, Arlington, VA.
 
6
Source: Nestle response to the Carbon Disclosure Project 2012 Investor Survey.
 
7
Lee et al. (2014) introduced green bullwhip effect focusing on environmental requirements. We acknowledge that the ‘carbon-related bullwhip effects’ are developed from the green bullwhip effects.
 
8
Carbon Disclosure Project (2014) Carbon Disclosure Project 2014: Global 500 report, London, UK: Carbon Disclosure Project (www.​cdp.​net)
 
10
Lee and Cheong (2011, ibid).
 
11
Kielstra, P. (2010) After Copenhagen: Business and Climate Change. The Economist Intelligence Unit, London.
 
12
According to Huang et al. (2009) Scope 1 carbon emissions from an industry are only 14% of the total upstream supply chain, and the sum of carbon emissions from Scope 1 and Scope 2, on average, only 26% of total upstream supply chain.
 
13
Wittneben, B. and Liyar, D. (2009) Climate change basics for managers, Management Decision, Vol.47, pp.1122–1132. Lee, K-H. (2011) Integrating carbon footprint into supply chain management: the case of Hyundai Motor Company (HMC) in the automobile industry, Journal of Cleaner Production, Vol.19, pp.1216–1223.
 
14
Arguably, the GHG Protocol has an ‘all or nothing’ approach. That is, the equity approach avoids the notion of operational control, which is of great importance for implementing emissions measures. Also environmental performance data characterize the output of corporate/industrial processes, whereas financial information describes economic performance based on specific recognition and measurement policies.
 
15
Examples are reproduced from Carbon Value Chain (Scope 3) Accounting and Reporting Standard, WRI/WBCSD, 2011.
 
16
Based on CDP 2014 survey outcomes from each company (DP DHL, FedEx, and UPS).
 
17
AIAG was founded in 1982 by Ford, Chrysler, and GM to provide a forum for OEMs, suppliers, and other industry representatives to collaboratively develop solutions to promote the prosperity of the automotive industry.
 
18
The term, ‘verification’ is often used interchangeably with the term assurance. 2013 Global Reporting Initiative (GRI)’s external assurance of sustainability reports defines that verification is an independent evaluation process to provide expert third party assessment of information.
 
19
The latest 34 verification standards accepted by CDP are accessed 20 July 2015.
 
20
The Carbon Disclosure Project (CDP) is a not-for-profit organization, founded in 2000 and headquartered in London, United Kingdom, which works with shareholders and corporations to disclose the greenhouse gas emissions (GHGs) of major corporations. As disclosure of emission-related data is CDP’s primary activity, CDP collects comprehensive GHGs data. Since 2008, it has published the emissions data for 1550 of the world’s largest corporations, accounting for 26% of global anthropogenic emissions.
 
21
Members of European Automotive Working Group on Supply Chain Sustainability include BMW, Daimler, Ford, Jaguar, Land Rover, PSA Peugeot Citroën, Scania, Toyota, Volkswagen, and Volvo.
 
Literatur
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Carbon Disclosure Project (CDP). (2014). Investor CDP 2014 report. London: CDP.
Carbon Disclosure Project (CDP) and Accenture. (2015). Supply chain sustainability revealed: A country comparison. London: CDP and Accenture.
Chaabane, A., Ramudhin, A., & Paquet, M. (2012). Design of sustainable supply chains under the emission trading scheme. International Journal of Production Economics, 135(1), 37–49.CrossRef
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Hoffman, A. J. (2005). Climate change strategy: The business logic behind voluntary greenhouse gas reductions. California Management Review, 47(3), 21–46.CrossRef
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Lee, K.-H. (2011). Integrating carbon footprint into supply chain management: The case of the Hyundai motor company (HMC) in the automobile industry. Journal of Cleaner Production, 19, 1216–1223.CrossRef
Lee, K.-H. (2012). Carbon accounting for supply chain management in the automobile industry. Journal of Cleaner Production, 36, 83–93.CrossRef
Lee, K.-H., & Cheong, I.-M. (2011). Measuring a carbon footprint and environmental practice: The case of Hyundai motors co. (HMC). Industrial Management & Data Systems, 111(6), 961–978.CrossRef
Luzzini, D., Brandon-Jones, E., Brandon-Jones, A., & Spina, G. (2015). From sustainability commitment to performance: The role of intra- and inter-firm collaborative capabilities in the upstream supply chain. International Journal of Production Economics, 165, 51–63.CrossRef
Melville, N., & Whisnant, R. (2014). Energy and carbon management systems. Journal of Industrial Ecology, 18(6), 920–930.CrossRef
United Nations Global Compact and Business for Social Responsibility. (2010). Supply chain sustainability: A practical guide for continuous improvement. New York: United Nations Global Compact Office.
Wiedmann, T., & Minx, J. (2008). A definition of carbon footprint. In C. Pertsova (Ed.), Ecological economics research trends. Hauppauge, NY: Nova Science.
World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD). (2004). The greenhouse gas protocol: A corporate accounting and reporting standard (revised edition). Washington, DC: WRI and WBCSD.
World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD). (2011). GHG protocol corporate value chain (scope 3) accounting and reporting standard. Washington, DC: WRI and WBCSD.
World Resources Institute (WRI) and World Business Council for Sustainable Development (WBCSD). (2012). Greenhouse gas protocol accounting notes, no.1, accounting and reporting standard amendment. Washington, DC: WRI and WBCSD.
Metadaten
Titel
Carbon Management in the Supply Network: Measurement and Reporting
verfasst von
Ki-Hoon Lee
Stephan Vachon
Copyright-Jahr
2016
Buch
Business Value and Sustainability

Print ISBN: 978-1-137-43574-3

Electronic ISBN: 978-1-137-43576-7

Copyright-Jahr: 2016

DOI
https://doi.org/10.1057/978-1-137-43576-7_5

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