The management of climate change mitigation objectives in the supply chains of public and private organisations in the UK

The management of greenhouse gas emissions (GHGEs) in the supply chains of public and private organisations is increasingly recognised as an avenue through which to
pursue climate change mitigation goals. This presents opportunities and challenges for focal organisations who lead and control supply chains. The literature and practice of environmental supply chain management (ESCM) is well developed, but there remains the scope for theoretical advancements.
This research aims to deepen understanding of the current state of efforts to manage GHGEs in supply chains, including the drivers, barriers and activities involved and how they interact; exploring the policy and legislative possibilities is an additional aim. Using qualitative methods, an exploratory interview survey of 11 experts from
academia, think tanks, business support and consultancy organisations was conducted, followed by interviews with 20 organisations in the public and private sectors.
It is found that private sector organisations, driven by factors such as competitive advantage, reputation and risk management are leading current efforts. A wide range of ESCM techniques are utilised and in some instances focal organisations are found to be attempting to increase the capabilities of their supply chains to manage GHGEs. A
paradox is found in terms of public sector supply chains, through their high potential contribution towards supply chain GHGE management, yet constrained actions.
Using these results, the research constructs an ‘Emission Reduction INtervention Options’ (ERINO) supply chain approach, outlining a range of interventions to enhance
management efforts, as well as a ‘Focal Organisations Supply Chain emission Activity/Outcome’ (FOSCAO) matrix, highlighting the relationships between GHGE management activities and outcomes. Finally, a ‘Supply CHain Emission ManagEment’ (SCHEME) overview framework is constructed.
It is concluded that current action is reliant on characteristics and capabilities not present within all organisations, meaning wider engagement may require interventions by government or other actors.