Mastering carbon management - Balancing trade-offs to optimize supply chain management. Reducing the supply chain’s carbon footprint will become an inescapable obligation.

1. IBM Global Business Services
IBM Institute for Business Value
Supply Chain
Management
Mastering carbon
management
Balancing trade-offs to
optimize supply chain
efficiencies

2. IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute for Business Value,
develops fact-based strategic insights for senior executives around critical public
and private sector issues. This executive brief is based on an in-depth study by
the Institute’s research team. It is part of an ongoing commitment by IBM Global
Business Services to provide analysis and viewpoints that help companies realize
business value. You may contact the authors or send an e-mail to iibv@us.ibm.com
for more information.

3. Mastering carbon management
Balancing trade-offs to optimize supply chain efficiencies
By Karen Butner, Dietmar Geuder and Jeffrey Hittner
As the planet heats up, so do regulatory mandates to reduce greenhouse gas
emissions worldwide. Much of the opportunity to address CO2 emissions rests
on the supply chain, compelling companies to look for new approaches to
managing carbon effectively – from sourcing and production, to distribution
and product afterlife. The trade-offs in the supply chain are no longer just about
cost, service and quality – but cost, service, quality and carbon. By incorporating
carbon reduction into their overall SCM strategy, companies can help reduce their
environmental emissions footprint, strengthen their brand image and develop
competitive advantage.
Introduction 3
inevitable. Indeed, under the European Union
The volume of global trade has more than emissions trading scheme (EU ETS), such a
doubled in the last decade – reaching six setup is already in effect for certain industries.
times the rate of growth of the world’s gross Similar schemes are popping up across the
domestic product (GDP) during the same United States in separate groups of states and
1
period of time. This phenomenon has been in other major industrial economies worldwide.
facilitated by relatively cheap energy, with
Going forward, firms should expect to be
low attention given to the impact on climate
charged for their CO2 emissions. And most
change. Consider that the global fleet of
certainly, this charge will force a change in
oceangoing ships accounts for more CO2
the way companies run their supply chains.
emissions than any of all but six countries
2 Common practices of the last century – like
worldwide. Yet, none of this environmental
long-distance airfreight, small batch size,
impact is reflected in shipping prices.
just-in-time concepts and energy-intensive
With estimated economic damage of about production in countries with low environ-
US$85 for each ton of carbon dioxide, mental standards – will likely go by the
capping greenhouse gas (GHG) emissions economic and political wayside. Reducing the
and putting a price tag on them became supply chain’s carbon footprint will become
an inescapable obligation.
Mastering carbon management

4. The choice will be either to delay – or to The goal will be to optimize supply chain prod-
embrace – the climate challenge as a ucts, processes, information and cash flow in
chance to restructure the supply chain for the face of four main factors, or “trade-offs”:
the economic and environmental good. The cost, service, quality and carbon emissions.
companies that act now can reap advantages The supply chain, we must emphasize, will not
that may be denied to those that wait for the fundamentally change. But with carbon as an
regulatory hand. These benefits include the added criterion, the economics behind tradi-
mindshare of a growing ethical consumer tional practices will change, and optimizing the
market; the attraction and retention of top supply chain will become more complex.
talent; and more sustainable growth overall.
IBM Global Business Services
IBM Global Business Services

5. Mastering carbon management
Balancing trade-offs to optimize supply chain efficiencies
Trade-offs to reduce carbon output In component supply, manufacturing/assembly
“Green” supply chain management begins and distribution, there are a number of options
with recognizing the environmental dimen- for reducing carbon and cost simultaneously
sions (such as carbon emissions, demand (simultaneity being, of course, the hallmark of
on energy and other natural resources). the best solutions). A trade-off model looks at
Succeeding at it will ultimately require supply these areas and considers all of the factors in
chain executives and managers to balance the “wheel” – design, packaging, processes,
numerous options and master a new chal- components, energy, inventory and transporta-
lenge: optimizing supply chain products, tion (see Figure 1).
processes, information and cash flows in light
These options represent the “levers” avail-
of four main factors: cost, service, quality and
able to influence cost, quality and service,
now, carbon emissions.
as well as GHG emissions. The more carbon
Options becomes incorporated into these levers, the
Different areas of the supply chain present more “seamlessly green” a business can
options for becoming more sustainable and appear. This can make products more attrac-
managing carbon better. Yet all of these tive to the growing share of ethical consumers
areas, as well as various sourcing, produc- in the marketplace today, and the company
tion and distribution processes, are typically more appealing to the next generation of
closely interconnected and dependent on employees intent on making a positive impact
one another. For instance, local SCM opti- on the world around them. For each of these
mization efforts may adversely (and often
unforeseeably) affect other areas of the
FIGURE 1.
supply chain – limiting options for improve-
A trade-off model takes into account various
ment and stymieing the attainment of an options and performance factors.
overall optimum result. Packaging
options
Therefore, carbon management, energy
tio n
Pr ption
op esig
ns
oc s
o
D
es
consumption and other environmental
Service CO2 s
concerns should be analyzed and
tion
approached from a holistic viewpoint – evalu- Supply chain
Compo
options
option ent
Transporta
trade-off
ating overall performance goals (cost, service,
n
Quality
s
Cost
quality and carbon) in terms of their relation-
ship to one another. pol Inven rgy
icy tor Enetions
opt y
ion op
s
Source: IBM Research and the IBM Institute for Business Value.
Mastering carbon management

6. levers, there are examples of options in the Trade-offs in action: Logistics and
areas that need to be addressed. These distribution
include: A typical SCM challenge is to strike the right
• Design: Materials selection; energy effi- balance of transportation, process and inven-
ciency; durability; upgradeability; ease of tory policies. CO2 reduction adds another
disassembly; recyclability; disposability; factor to this quest (see Figure 2).
virtual product development
Shipment consolidation
• Packaging: Size; reuse/recycling; materials Shipment consolidation is one of the major
(corrugated box, Styrofoam, plastic and the opportunities to reduce the carbon footprint.
like); documentation/manuals Quantifying the impact of shipment frequency
• Processes: Order fulfilment; manufacturing; on cost and carbon can help to establish an
transportation; quality control; organizational inventory replenishment policy that addresses
management; demand/supply planning business needs and reduces environmental
impact. Many current just-in-time and direct
• Components: Substitutes, sourcing, location,
customer delivery inventory policies require
supplier rationalization
smaller loads to be shipped more frequently
• Energy: Fossil fuel-based (oil, natural gas); (see Scenario 1 in Figure 2).
renewable energy-based (ethanol, solar,
wind); other (nuclear, geothermal) This heightened service level frequently
reduces the inventory pipeline while
• Inventory policy: Safety stocks; lot sizes;
increasing transportation costs and carbon.
planning frequency; replenishment
A change in policy – to fewer but larger ship-
programs (just-in-time, vendor-managed
ments – may be made at the cost of higher
inventory, direct store delivery)
inventory levels and associated storage, and
• Transportation: Modes, shipment frequency, could affect service levels (see Scenario 2 in
load consolidation, routing. Figure 2). But increasing energy and carbon
costs will likely shift the balance of current
policies in this direction.
FIGURE 2.
Carbon’s impact on shipment scenarios.
Vehicle/ Inventory Transportation Carbon in
shipment size cost Cost Carbon warehousing
Scenario 1
Shipment size
High shipment Decreased
frequency cost/carbon
Increased cost/
Scenario 2 carbon
Low shipment
frequency
Source: IBM Research.
IBM Global Business Services

7. Today, optimizing Sourcing locations Network optimization
Supplier distance can impact component cost, Network optimization strategies can be revised
the supply chain
carbon emission and inventory – all of which to address the additional carbon variable and
requires making – and
can be quantified to evaluate an organization’s its impact on facility placement, manufacturing,
balancing – trade-offs procurement strategy and determine the need distribution and transportation operations. This
in key areas. for modification to address environmental can also encompass distribution facilities’ role
dimensions. Until now, a typical procurement and sizing, transportation options, sourcing
strategy looked at landed cost – the actual, total and procurement policies, and inventory
cost of importing an item (vendor expenses, placement. Network optimization models will
transportation charges, duties, taxes, broker thus address carbon-based parameters while
fees), plus relevant logistics costs (acquisi- simultaneously working to meet objectives
tion, storage, movement, disposition of goods). regarding overall costs, inventory pipeline and
Taking into account carbon-based risks and service level achievements (see trade-off in
costs, “environmental” landed costs may rebal- distribution sidebar).
ance local and global sourcing strategies
– leading to a new “trade-off point.” The trade-off in distribution: Service and
cost versus emissions
Modes of transportation Determining ideal warehouse locations for a distri-
In addition to reducing transport miles, a bution infrastructure used to be mainly a question
company can factor into the equation a focus of service level and cost. However, for some, this
on low-carbon transport options – train, plane, decision now takes into account carbon emissions.
ship and truck all have different carbon trade- The following examples describe projects that
offs between cost, service level and carbon effectively balance carbon with other factors.
impact. As governments begin to invest in For a defined service level, an American bath and
greener transportation infrastructures and kitchen products manufacturer was able to reduce
discourage those modes with greater envi- carbon emissions by percent by relocating its
ronmental negative impact, companies can warehouses. While optimizing for emissions alone
evaluate a new spectrum of transportation could have achieved up to 0 percent of carbon
options. Businesses must take a careful look reduction, that decision would have resulted in a
at the inherent fuel economy/emissions levels disproportionately higher relocation cost.
of various alternatives – factoring in load plan-
For a European white goods distributor, reductions
ning for efficient use of vehicles. They must
of percent of emissions was achieved with an
optimize truck and container size, and weigh optimized distribution network, balanced for all
speed limitations against carbon impact, criteria and achieving a 98 percent service level. In
vehicle maintenance requirements, driving this case, the trade-off solution is two percentage
patterns and even driver training. points short of its maximum achievable level of
4
CO reduction.
Mastering carbon management

8. Policies relating Taken as a whole, these factors – modes for organizations to address this issue in a
of transportation, warehouse and supplier number of ways – and fast. There are specific
to transportation,
locations, shipment frequency and routing steps companies can take to limit GHG
processes and
– must be re-analyzed against the cost of emissions – from easy-to-implement local
inventory should carbon to determine the new optimal trade-off improvements to complex optimizations that
consider both business point. Including carbon in the mix will require involve an extended supply chain. The further
and environmental deep computing, plus mathematical and these activities extend and integrate across
repercussions. analytical capabilities. the supply chain, the greater leverage and
control they will have over carbon emissions
As a 2008 IBM Institute for Business Value (see Figure 3).
Global Corporate Social Responsibility
survey shows, a third of today’s companies While an all-encompassing approach may
are required by their business partners to have the highest potential for improvement, it
adopt or acquire new carbon management also introduces more complexity, more coor-
5
standards. Businesses well positioned for dination effort and more implementation time.
the 21st century are those that can quantify “Low hanging fruit,” such as point solutions
cost and carbon, and provide partners and for reducing carbon, may have less overall
customers with a level of knowledge and improvement potential, but can show an
management that can help differentiate them immediate return on investment. These efforts
in the marketplace. can even lower certain expenditures to the
point of enabling additional, more integrated
Five steps to mastering carbon in carbon-reducing investments. We therefore
the supply chain recommend a step-wise approach:
The fact that carbon trade-offs will compli-
cate the supply chain emphasizes the need
FIGURE 3.
Supply chain carbon mastery model.
High
Collaborative end-to-end
optimization
Business value by CO2 reduction
Internal,
horizontal
integration
Functional
optimization
Carbon asset
management
Little focus
on CO2
Low
Internal Supply chain penetration End-to-end
Source: IBM Institute for Business Value.
IBM Global Business Services

9. 1. Diagnose and assess. can consume huge amounts of energy.
2. Implement asset management and realize Investing in facilities with a low carbon foot-
point solutions. print and energy-saving equipment offers
an effective first step with a defined return
3. Address emissions in supply chain on investment (see the Catalyst Paper
functions. Corporation sidebar). Implementing carbon-
4. Find the optimum solution for integrating based asset management helps ensure that
across functions. the most direct savings potential concerning
5. Collaborate with supply chain partners to emission and cost can be realized.
realize overall potential. Reducing energy consumption in paper
production
1. Diagnosis and assessment
Catalyst Paper Corporation, a Canadian pulp
Today’s global economy and the interde-
and paper company, uses its own by-products
pendencies between a company and its
(biomass) to power its operations. It also
partners (suppliers, contract manufacturers,
regains heat from effluence to warm process
logistics providers, financial and tax entities,
water and thereby further reduce its carbon
and customers ) require businesses to gain a
emissions. Together with efficiency gains and a
holistic understanding of the carbon impact of
switch to natural gas, the company has lowered
their entire supply chain – from supply strategy, its GHG emissions by 0 percent and its energy
to distribution and warehouse management, use by percent since 990. In 00 and 00
to product operations and customer service. alone, the company saved US$. million through
Using a carbon diagnostic that evaluates each a percent reduction in fuel consumption.
6
high-level supply chain component according
to a simple set of carbon statements and key 3. Functional optimization
performance indicators, a company can begin Each supply chain function can make a
to define its own maturity level, identify gaps specific contribution to help reduce GHGs.
and set target levels. Generally speaking – and depending on the
carbon diagnostic results and “green” SCM
Priority areas for taking action are determined
strategy – the ability to reduce CO2 emis-
by combining the results of the assessment,
sions is typically greater when measures are
the maturity level, the ease of taking action
taken early in the process (see Figure 4).
and the strategic positioning. The higher the
Considerations in product design, customer
strategic importance of an activity and the
fulfillment and even reverse logistics offer a
bigger its performance gap, the more impor-
range of functional optimization opportunities.
tant it is to take action.
When considering any functional optimiza-
2. Carbon asset management
tion, there is always the question of whether
Much of the potential for directly reducing
outsourcing could be an option for helping
carbon emissions lies in a supply chain’s
to lower carbon emissions. In many parts
facilities and assets. Warehousing, machinery,
of the supply chain, outsourcing has led to
vehicle fleets and data centers, for instance,
Mastering carbon management

10. Targeted, step-by-step FIGURE 4.
Environmental optimization potential in supply chain functions.
efforts to reduce GHG
Strategy
emissions can have a Setting goals, integrating with business strategy, focus areas, policies, funding
big impact, and offer Service and
Product design Planning Sourcing Production Logistics
an immediate return end-of-life
on investment. • How can product • How can the • How can we • What operations • What distribution • How can field
design make total network best measure a strategy (facility network strategy service operations
better trade-offs be optimized, supplier’s carbon location, operating (facility locations, reduce carbon
between design considering service, impact (product, model) provides sizes, transport footprint with better
requirements, cost, “green” trade- packaging, the best trade-off modes) provides routing and parts
including carbon offs? upstream logistics) between cost, the best trade-off inventory tracking?
footprint? • What is the CO and ultimately service, carbon? of cost, service and • Is there a
• What tools and impact from comply with • Is there a role carbon? mechanism to drive
practices should various inventory carbon reduction for sustainable • How can packaging continuous design
be employed by concepts requirements? factory/facility be reduced and improvement from
companies wanting and planning • What sourcing management? recycled? service back to
to establish methodologies? strategies will result • Can lean • What is the impact product design and
leadership? • Are there in a better trade-off manufacturing of increased load engineering?
• What are the opportunities to of cost, service and Six Sigma consolidation, and • Are all strategies
carbon impacts reduce cost and level, quality, approaches be used is this practical? employed to reduce
throughout the carbon emission at carbon emission? to manage carbon? landfilled materials:
• What role can
product’s lifecycle, the same time? • How should we • Is there a role for alternative fuel or reuse, refurbishing,
and how can they evaluate carbon manufacturing power sources recycling,
be minimized offsets? execution software play? secondary
upfront through in the management markets?
smart design? of carbon?
Asset management
Sustainable facilities management; green building and energy carbon footprint asset management; asset utilization
(Realtime data on energy usage, i.e., carbon dashboard)
Finance
Paperwork reduction; environmental cost management
Asset accounting; environmental tax benefits tracking
Source: IBM Global Business Services.
more specialization and efficiency (contract 4. Internal horizontal integration
manufacturing is one example). However, Depending on the type of supply chain, the
these activities are often more geographically most pertinent areas for carbon reduction vary,
dispersed – increasing transportation needs. A as does their complexity. With today’s glob-
service provider is typically better positioned ally distributed supply chains and customized
in terms of scale (and consequently reducing products, that complexity has often increased
more greenhouse gases). This is especially to the point where specific functional improve-
true for third-party logistics providers, who can ments have a very limited reach. In contrast, a
offer carbon-optimized bundling for transpor- horizontally integrated approach across func-
tation needs. Although it always needs to be tions permits much greater leverage.
evaluated closely – outsourcing of specific
Similar to the “design for manufacturability” or
supply chain functions may indeed lead to
“design for serviceability” concepts, design
reduction in the overall carbon output.
for environment takes emissions into account.
This includes carbon’s impact on sourcing,
manufacturing and distribution. Modified
8 IBM Global Business Services

11. packaging for reducing transportation efforts 5. Collaborative, end-to-end optimization
is another commonly practiced approach While internal horizontal integration may
for various supply chain areas. The dairy increase leverage, the full potential for
foods case (see the Friesland Coberco Dairy reducing emissions can be attained only if all
Foods sidebar) is an example that spans all players in the supply chain pull at the same
functions, from product design to transporta- string and collaborate on end-to-end optimiza-
tion. Late customization, as in this case, can tion (see the Tesco sidebar).
mitigate the effect of dispersed operations,
but it requires businesses to address carbon Integrated packaging design at Tesco
management in an integrated manner across Glass is the biggest single contributor to the
supply chain functions. Also, as this example packaging weight that UK retailer Tesco passes
shows, integrating carbon management can on to its customers. By prodding the industry
strengthen an organization’s brand image. to produce lighter-weight wine bottles, Tesco
reduced its annual glass usage from one single
Reducing CO2 emissions in this way often supplier by ,00 tons – a percent saving.
means balancing the consequences in An estimated ,00 tons of carbon emissions
different areas. For example, as discussed in were avoided by importing “new world” wines in
the section on trade-offs, one of the possible bulk and bottling them in lightweight glass in the
compromises is between production batch UK. Improving product design not only produced
sizes and energy-saving transportation savings for the glass manufacturer, it also reduced
batches, or inventory levels. the carbon emissions through the entire lifecycle
8
of a glass bottle.
An integrated view of a dairy supply chain:
Friesland Coberco Dairy Foods
Ideally, a lifecycle carbon assessment serves
Baby food has lately become a highly diversified
to determine a comprehensive approach
product. In the past, only three product lines
for reducing carbon along the supply chain.
existed – one for each age group. Today, a
multitude of product varieties is available, In practice, however, end-to-end lifecycle
including those for increasing resistance or assessments are often lengthy and costly
treating allergies. Netherlands-based Friesland undertakings. Pragmatic approaches that
Coberco Dairy Foods produces, packs, ships focus on a few key collaborative steps among
and maintains inventory of baby food – all from partners in the supply chain can lead to
different locations. To reduce transportation tangible results comparatively fast, and with a
efforts, the company is now adjusting its recipes potentially higher return on investment than a
and its production processes to create variants single player can achieve.
of a basic product. Specific ingredients are added
at a late stage in the supply chain. This has the Coordinating inventory and transportation
potential to cut needed inventory – and thereby among supply chain partners to reduce
transportation – by an estimated ,000 miles carbon impact can dramatically reduce
per year, with corresponding carbon reductions.
7 mileage. Combining these efforts with low-
emitting transportation options can further
9 Mastering carbon management

12. Integrating carbon lower carbon output. Following this approach, The ideal solution is to strike the optimal
Unilever, together with first- and second-tier trade-off between the desired states of cost,
management into SCM
suppliers and supermarkets, for instance, iden- service, quality and carbon – a classic opti-
strategies and processes
tified possible avoidance of 2.7 million miles mization challenge that a combination of
can be a best-of-both per year.
9
mathematical analytics, deep computing
worlds situation for and industry expertise can help resolve.
Another example of collaboration among
businesses, consumers For companies that are not yet equipped
supply chain partners is returnable pack- to tackle every hurdle, we recommend the
– and the environment. aging, which (unlike disposable packaging) intermediate steps discussed above to help
is intended for repeated use and can signifi- achieve specific GHG reductions.
cantly reduce the impact of packaging-related
carbon. This has proven effective for mate- As you begin to tackle the issue of carbon
rial supply in automotive and fresh-produce management in your supply chain, there are
retailing supply chains. several key questions to think about:
Based on a defined environmental strategy, • What is the model, or “heat map,” of your
common ground should be cultivated with current carbon footprint? What processes
partners – especially in the areas of product within the enterprise and the extended
design, packaging and logistics. Once the enterprise are carbon-intensive? Figure 5
opportunities for improvements in carbon depicts a possible carbon heat map based
management are clear, collaboration and on the “deconstruction” of a company’s
end-to-end supply chain optimization – based business model into discrete processes and
on balancing the desired outcomes in cost, functions.
service, quality and environment – can create • What are the key green indicators that you
a winning situation for all parties. should be measuring? What are the current
targets and thresholds for improving and/or
Conclusion meeting regulatory requirements?
Future regulations will no doubt prescribe ways
• What are the critical trade-offs, and the
to reduce carbon emissions. By then, the cost
constraints and considerations, regarding
of compliance – in every way – may be much
the reduction of carbon in your supply chain
greater. The time to tackle carbon emissions
– all while maintaining service and quality,
in the supply chain is now, when more options
and easing the cost impact? Remember,
are still available to gain true and lasting
the goal is not to reduce carbon at the cost
advantages. This is one of those rare occa-
of your traditional supply chain objectives;
sions when doing the financially smart thing,
it is to make carbon reduction a means for
and doing the right thing for consumers and
achieving those objectives.
the environment are one and the same.
• If pursuing a collaborative approach for
carbon management, how do you get
partners on board, and how will you share
risk, responsibility and value?
0 IBM Global Business Services

13. FIGURE 5.
A sample carbon heat map.
Consumer Customer Inventory and Business
Manufacturing
relationship relationship distribution administration
Corporate strategy
Category/brand Customer relationship Manufacturing strategy Supply chain strategy
strategy strategy Corporate planning
Supplier relationship Inventory planning
Directing management Alliance management
Category/brand Customer relationship
planning Network and asset
planning Corporate governance
configuration
Production/materials
development and
Brand PL Assessing customer planning Business performance
Distribution oversight management
management satisfaction
Matching supply and External market analysis
Customer insights Manufacturing
Controlling demand oversight
Marketing Organization and
Inbound Outbound process design
development and
effectiveness transpor- transpor-
Supplier control tation tation Legal, tax and
Account management regulatory compliance
Product ideation
Product/component Treasury and risk
Concept/product manufacturing management
testing Value-added services Financial accounting
Assemble/packaging and reporting
Product development Distribution center
Customer account products Indirect procurement
operations
service
Product management Facilities and equipment
Executing Retail marketing Plant inventory management
Marketing execution execution management Transportation
resources Resource development
In-store inventory
Consumer service management Manufacturing HR administration
En-route inventory
procurement
Product directory Customer directory management IT systems and
operations
No carbon impact Moderate carbon impact
Source: IBM Institute for Business Value. Some carbon impact Major carbon impact
As companies move from a reactive to a differentiation, and strengthen their brand
proactive stance in managing carbon, they image. In an age of heightened corporate
can convert a cost issue into a growth oppor- scrutiny and social responsibility, the compa-
tunity. Taking into account traditional concerns nies that turn the tables on the carbon
about quality, service and cost, a compre- challenge could well be the leaders in the 21st
hensive carbon-management strategy can century global economy.
help organizations develop more sustainable
growth opportunities, maintain competitive
Mastering carbon management

14. About the authors Contributors
Karen Butner is the Supply Chain Jorg van Geest is a Senior Managing
Management Leader for the IBM Institute for Consultant in IBM Global Business Services
Business Value and an Associate Partner in and the service line leader for Integrated
the IBM Supply Chain Management practice, Supply Chain Planning in the BeNeLux. Jorg
with a focus on strategy and transformation can be reached at jorg.van.geest@nl.ibm.com.
competencies. Karen has over 25 years of Jad Oseyran is a Supply Chain Management
experience in supply chain management busi- Senior Consultant in IBM Global Business
ness practices and strategies. She assists Services in the Netherlands. Jad can be
clients in the high-tech, retail and consumer reached at jad.oseyran@nl.ibm.com.
products, electronics and transportation
Andrew Jackson is the Supply Chain
logistics industries – helping them to develop
Management Leader in IBM Global Business
strategies for transforming their global supply
Services, responsible for Northeastern Europe.
chain performance. Karen can be reached at
Andrew can be reached at andrew.d.jackson@
kbutner@us.ibm.com.
uk.ibm.com.
Dietmar Geuder is a member of the IBM
Peter Williams is Chief Technology Officer for
Institute for Business Value Supply Chain
Big Green Innovations at the IBM Systems and
Management Team and a Managing
Technology Group. Peter can be reached at
Consultant in IBM Global Business Services
peter.r.williams@us.ibm.com.
in Germany. He has extensive experience
in supply chain optimization, planning and Edan Dionne is Director for Corporate
procurement, with a focus on high-tech and Environmental Affairs at IBM. She can be
industrial clients. Dietmar can be reached at reached at dionne@us.ibm.com.
geuder@de.ibm.com. Kaan Katircioglu is Research Relationship
Jeffrey Hittner is the Corporate Social Manager at IBM Research. Kaan can be
Responsibility Leader for the IBM Institute reached at kaan@us.ibm.com.
for Business Value. He works with a range of
industries and clients to address the emerging
About IBM Global Business Services
With business experts in more than 160
role of corporate social responsibility in core
countries, IBM Global Business Services
business strategies. He can be reached at
provides clients with deep business process
jhittner@us.ibm.com.
and industry expertise across 17 industries,
using innovation to identify, create and deliver
value faster. We draw on the full breadth of IBM
capabilities, standing behind our advice to
help clients implement solutions designed to
deliver business outcomes with far-reaching
impact and sustainable results.
IBM Global Business Services

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.
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.
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,
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.
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.
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Mastering carbon management

16. © Copyright IBM Corporation 2008
IBM Global Services
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Somers, NY 10589
U.S.A.
Produced in the United States of America
02-08
All Rights Reserved
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Machines Corporation in the United States,
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Other company, product and service names
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References in this publication to IBM products
and services do not imply that IBM intends to
make them available in all countries in which
IBM operates.
GBE03011-USEN-00