nightkidd

Journal of Cleaner Production 19 (2011) 1216e1223

Contents lists available at ScienceDirect

Journal of Cleaner Production journal homepage: www.elsevier.com/locate/jclepro

Integrating carbon footprint into supply chain management: the case of Hyundai
Motor Company (HMC) in the automobile industry
Ki-Hoon Lee*
Griffith Business School, Gold Coast Campus, G01_2.13, Griffith University, Queensland 4222, Australia

a r t i c l e i n f o

a b s t r a c t

Article history:
Received 25 May 2010
Received in revised form
28 February 2011
Accepted 22 March 2011
Available online 30 March 2011

The purpose of this paper is to improve our understanding of carbon footprint within the context of automobile supply chain management. The case study approach is employed as a research method.
Primary data were collected through site visits and extensive interviews with HMC’s corporate and plant management. First, identification and measurement of direct and indirect carbon footprint is critical for mitigating supply chain risks. Second, setting the system boundary of measurement is another important issue to integrate the issue of carbon footprint into supply chain management. Third, developing a map of product carbon footprint facilitates identification and measurement of carbon emissions across the supply chain. Companies today operate in a carbon-constrained world. In particular, the automobile industry is under pressure to take a close look at its product carbon footprint. Managing the downstream consequences of the use of its products and inputs from upstream suppliers is critical for developing carbon risk-mitigated supply chain management. This paper is of benefit to academics and managers by providing a new way to integrate carbon emissions in supply chain management. Since climate change and carbon footprint present challenges to many industries, increasing our understanding of how to integrate carbon footprint in supply chain management is

References: Bowen, F., Cousins, P., Lamming, R., Faruk, A., 2001. The role of supply management capabilities in green supply Carbon Trust, 2006. Carbon Footprint in the Supply Chain: The Next Step for Business European Commission (EC), 2008. Commission Decision of July 18, 2008 Establishing Guidelines for the Monitoring and Reporting of Greenhouse Gas Emissions Pursuant to Directive 2003/87/EC of the European Parliament and of the Council Available from Eisenhardt, K., Graebner, M., 2007. Theory building from cases: opportunities and challenges Geoffrey, J., Hagelaar, J., van der Vost, A., 2002. Environmental supply chain management: using life cycle assessment to structure supply chains Green, K., Morten, B., New, S., 1998. Green purchasing and supply policies: do they improve companies’ environmental performance? Supply Chain Management: Handfield, R., Sroufe, R., Walton, S., 2005. Integrating environmental management and supply chain strategies Hervani, A., Helms, M., Sarkis, J., 2005. Performance measurement for green supply chain management Hult, G., Ketchen, D., Arrfelt, M., 2007. Strategic supply chain management: improving performance through a culture of competitiveness and knowledge development. Strategic Management Journal 28, 1035e1052. Lash, J., Wellington, F., 2007. Competitive Advantage on a Warming Planet. Harvard Business Review 85, 94e102. Koplin, J., Seuring, S., Mesterharm, M., 2007. Incorporating sustainability into supply management in automotive industry - the case of the Volkswagen AG of Cleaner Production 15, 1053e1062. Lee, K.-H., 2009. Why and how to adopt green management into business organizations? The case study of Korean SMEs in manufacturing industry. Management Decision 47, 1101e1121. Lee, K.-H., Kim, J.-W., 2009. Current status of CSR in the realm of supply management: the case of the Korean electronics industry. Supply Chain Management: An International Journal 14, 138e148. Lenzen, M., Murray, J., Sack, F., Wiedmann, T., 2007. Shared producer and consumer responsibilitydtheory and practice Matthews, S., Hendrickson, C., Weber, C., 2008. The importance of carbon footprint estimation boundaries McKinsey, 2008. How companies think about climate change: a McKinsey global survey Porter, M., Reinhardt, F., 2007. A strategic approach to climate. Harvard Business Review, 104 Princen, T., 1999. Consumption and environment: some conceptual issues. Ecological Economics 31, 347e363. Rothenberg, S., Pil, F., Maxwell, J., 2001. Lean, Green, and the Quest for superior environmental performance Sarkis, J., 2003. A strategic decision framework for green supply chain management. K.-H. Lee / Journal of Cleaner Production 19 (2011) 1216e1223 Schmidt, M., 2009 Seuring, S., Müller, M., 2008. From a literature review to a conceptual framework for sustainable supply chain management Vachon, S., Klassen, R., 2006. Extending green practices across the supply chain: the impact of upstream and downstream integration Wiedmann, T., Minx, J., 2008. A definition of carbon footprint. In: Pertsova, C. (Ed.), Ecological Economics Research Trends Wittneben, B., Liyar, D., 2009. Climate change basics for managers. Management Decision 47, 1122e1132. World Business Council for Sustainable Development (WBCSD) and World Resources Institute (WRI), 2004 World Business Council for Sustainable Development (WBCSD) and World Resources Institute (WRI), 2009 1223 Yin, R., 2003 Zhu, Q., Sarkis, J., 2006. An inter-sectoral comparison of green supply chain management in China: drivers and practices Zsidisin, G., Siferd, S., 2001. Environmental purchasing: a framework for theory development