For companies, especially those in consumer-facing sectors, end-to-end supply chain emissions are much higher than the direct emissions from their own operations. Ao implementar uma cadeia de suprimentos de zero líquida, as empresas podem amplificar seu impacto climático , Ativar reduções de emissões em setores difíceis de abate e acelerar a ação climática em países onde, de outra forma, não estaria no topo da agenda. Mesmo a descarbonização completa resultaria em aumentos de preços finais do consumidor de apenas 1% a 4% no médio prazo - menos de US $ 1 em um jeans de US $ 40. Oito cadeias de suprimentos globais representam mais de 50% das emissões anuais de gases de efeito estufa. Apenas uma pequena proporção dessas emissões é produzida durante a fabricação final. A maioria está incorporada na cadeia de suprimentos - em materiais básicos, agricultura e transporte de carga necessários para mover mercadorias em todo o mundo. (Consulte o Anexo 1.)
In most supply chains, the costs of getting to net zero (the state in which as much carbon is absorbed as is released into the atmosphere) are surprisingly low. Even full decarbonization would result in end consumer price increases of only 1% to 4% in the medium term—less than $1 on a $40 pair of jeans.
The Economic Case for Reducing Supply Chain Emissions
The global supply chain carbon footprint is substantial. Eight global supply chains account for more than 50% of annual greenhouse gas emissions. Only a small proportion of these emissions are produced during final manufacturing. Most are embedded in the supply chain—in base materials, agriculture, and the freight transport needed to move goods around the world. (See Exhibit 1.)
Para produtores de muitos desses materiais, bem como para jogadores de transporte de frete, a ambiciosa descarbonização é extremamente desafiadora. Muitas medidas de redução de emissão da cadeia de suprimentos são comparativamente caras. Os parceiros geralmente operam em mercados que são comoditizados, com margens finas e oportunidades limitadas de diferenciação. Em toda uma cadeia de valor, no entanto, as emissões podem ser abordadas de maneira mais acessível. Na maioria das cadeias de suprimentos, existe o potencial de substancialmente mais eficiência e para uma reutilização muito maior de materiais. (Veja a Figura 2.) Além disso, uma grande parte das emissões vem do poder tradicional, que pode ser substituído relativamente barato por renováveis. De fato, em todas as cadeias de valor que analisamos, a descarbonização completa levaria a um aumento de não mais que 4% nos preços finais do consumidor.
As a result of this—and the fact that emission-intensive base materials account for only a small share of end consumer prices—decarbonization is much less expensive for companies at the end of any given value chain. In fact, in all the value chains we have analyzed, full decarbonization would lead to an increase of no more than 4% in end consumer prices.
Como isso pode ser? Como exemplo, considere o aço que entra em um carro familiar de médio porte com um preço de adesivo de US $ 35.000. A produção de aço é uma das atividades mais intensivas em emissões da cadeia de suprimentos. A produção de aço zero carbono pode aumentar significativamente os custos dos fabricantes de aço-em até 50% em alguns casos. Mas como o aço representa apenas US $ 1.000 dos custos totais de carros, a marcação neste produto final será muito, muito menor. De fato, o mesmo carro feito com materiais exclusivamente zero carbono custaria apenas US $ 600 a mais-ou aproximadamente uma diferença de 2%. Considerando que chegar lá levará até as empresas mais ambiciosas há muitos anos, a economia imediata parece muito menos assustadora. (Consulte Anexo 3.)
Por que pouco progresso foi feito para mitigar a cadeia de suprimentos global pegada de carbono
So why is decarbonization—which is key to mitigating the aggregate supply chain carbon footprint—not already commonplace? The answer is that it is challenging.
For one thing, most companies do not understand the extent or the nature of the problem. While a manufacturer can calculate the greenhouse gas emissions from its own operations with a relatively high degree of confidence, getting a view on scope 3 emissions is complex. The challenges are especially daunting for companies with tens of thousands of individual products and significant turnover in the supplier base. Some even struggle to understand who their suppliers are in the first place. It does not help that data-sharing on product emission footprints is still in its infancy.
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Mesmo quando as empresas têm uma quantidade decente de transparência, abordar as emissões está longe de ser trivial. As emissões da cadeia de suprimentos podem ser distribuídas em centenas de indivíduostier n suppliers (including suppliers and suppliers of suppliers) in many countries around the globe. They are not static. And prompting action can be challenging. It requires a deeper understanding of abatement economics in upstream sectors, more intensive engagement with suppliers, greater education, joint projects, and, in some cases, the willingness to commit to long-term partnerships. Not many procurement organizations are set up to do these things.
Overcoming Barriers to Reduce Supply Chain Emissions
Fortunately, many of the obstacles can be overcome. Nine initiatives can enable companies to tackle their supply chain emissions successfully.
Build a value chain emissions baseline and exchange data with suppliers. Establishing a comprehensive emissions baseline is a crucial first step in a supply chain carbon footprint reduction strategy. Starting with tier 1 suppliers and the products, components, and commodities that account for the most CO 2 emissions, companies should define a baseline using emissions factor databases, paired with direct supplier data where available.
Set ambitious reduction targets on scopes 1 to 3 and publicly report progress. Once they have transparency on their supply chain emissions, companies should set a public target of 1.5°C, a net-zero target, or both, across all emissions scopes and understand what this means for their businesses. In most cases, targets are achievable at limited cost. Companies should also actively cascade targets through their supply chains.
Redesign products for sustainability. Companies should make sustainability part of design decisions, for example by increasing recyclability and using greener materials. Even existing products can be redesigned to reduce supply chain emissions.
Design the value chain and sourcing strategy for sustainability. Companies should also consider emissions in their value chain design choices, for example by rethinking their make-or-buy decisions and by limiting the need for long-range logistics. Nearshoring can reduce transport emissions and has the secondary benefit of making supply chains more resilient to shocks—increasingly important in a postpandemic world.
Integrate emissions metrics in procurement standards and track performance. Setting procurement standards for suppliers is one of the most powerful direct ways to address upstream emissions. Strong standards link practices to procurement decisions, such as mandating a specific share and quality of renewable power, required levels of process efficiency, or a required share of recycled materials. In some cases, this may require more intensive engagement—for example to educate, provide technical advice, enable longer-term asset upgrades, or encourage a commitment to continuous improvement.
Work with suppliers to address their emissions. Some upstream suppliers may lack the knowledge to reduce emissions. Providing education and technical support can be transformative. Where tier n suppliers struggle with the economics of longer-term asset upgrades, companies can help by co-investing or committing to longer-term offtakes.
Engage in sector initiatives for best-practice sharing, certification, traceability, and policy advocacy. Pushing for sector initiatives through industry bodies is another way to increase impact. Ambitious companies should put pressure on industry bodies and other organizations to establish sector-level targets for climate action. Companies can also join forces in cross-sector policy groups to change the wider policy context for decarbonization.
Scale up buying groups to amplify demand-side commitments. Joint commitments on green materials can be a powerful tool to encourage upstream investments into otherwise subscale decarbonization technologies and make green solutions more economic over time.
Introduce a low-carbon governance to align internal incentives and empower your organization. Finally, companies looking to decarbonize their supply chains need to change the way they operate internally. Procurement functions will have to adjust, as will product development, finance, strategy, and sustainability. Supply chain changes will be successful only to the extent that they are supported by clear targets, dedicated funding, and management incentives. At the same time, the number of interfaces between functions involved in climate-related topics needs to be reduced. All of this requires better governance.
Uma cadeia de suprimentos neutra em carbono no horizonte? Ele pode permitir que as empresas com pegadas de emissões diretas relativamente pequenas tenham impacto em escala global. E faz isso com um impacto muito limitado nos preços finais do produto. Na maioria das indústrias, a economia não é uma barreira significativa para
Supply chain decarbonization—and, more broadly, analyzing the relationship between the supply chain and climate change—presents a giant untapped opportunity for international action. It can enable companies with relatively small direct-emissions footprints to have impact on a global scale. And it does so with a very limited impact on final product prices. In most industries, economics are not a meaningful barrier to alcançando net-zero Emissões da cadeia de suprimentos.
A descarbonização a montante, no entanto, é difícil - e leva tempo. Exige que as empresas mudem a maneira como projetam produtos, escolhem e se envolvem com fornecedores e governam suas próprias organizações. As principais empresas já estão enfrentando esses desafios, avançando no esforço para reduzir sua pegada de carbono da cadeia de suprimentos. Outros também devem começar a fazer isso. O relatório completo pode ser baixado
This article is a summary of a longer report published by the World Economic Forum in collaboration with Boston Consulting Group. The full report can be downloaded aqui . mundo de baixo carbono. Nosso trabalho é suportado pela gama de experiência de consultoria da BCG em todos os setores e capacidades, bem como pelo nosso alcance em expansão das marcas. Jens Burchardt
The authors thank Henri Humpert for his contribution to this article.
