食品和饮料 (F&B) 行业排放的温室气体约占全球排放量的三分之一，净零排放对食品和饮料行业而言势在必行。自2015 年《巴黎协定》以来，企业逐渐开始推进净零承诺，而随着 2021 年第 26 届联合国气候变化大会的举办，承诺数量激增。众多国际化企业在提高可持续发展和减少碳排放这两方面作出了雄心勃勃的承诺。 但是，随着时间的推移，为了实现《巴黎协定》中降低 1.5°C 的目标，企业需要做出巨大的转变，即从意图转为行动，进而到实现最终的结果。
Getting to net zero is an imperative for the food and beverage (F&B) industry, which is responsible for approximately one third of global greenhouse gas emissions. After a more gradual rise in commitments following the Paris Agreement in 2015, there has been a surge in pledges since COP26, or the 26th United Nations Climate Change conference, in 2021. Many global corporations have made ambitious commitments around becoming more sustainable and reducing carbon from across their businesses. But with time running out to meet the Paris Agreement target of 1.5°C reduction, a dramatic shift from intent to action – and ultimately outcomes – is needed.
艾睿铂咨询主导了行业内首创的专有研究，以了解整个食品与饮料行业价值链所需的协作水平。该研究囊括了北美、欧洲、中东和非洲地区 235 家最大型企业的碳承诺和财务指标。 基于我们的研究结果，并综合了联合国粮农组织衡量的食品与饮料排放量增长情况，我们认为食品与饮料行业难以按期实现《巴黎协定》中的目标。
AlixPartners has conducted proprietary, industry-first research to understand the level of collaboration needed across the F&B value chain, looking at carbon commitments and financial indicators of 235 of the largest companies in North America and EMEA. Based on our research and the growth of F&B emissions as measured by the Food & Agriculture Organization of the United Nations, we don’t believe the industry is on track to meet its Paris Agreement goals.
这项工作的缓慢进展既源于复杂的利益相关者环境，也源于缺乏标准的、有广泛认知并经过测试的解决方案。 虽然大多数公司都有改善其能直接控制的范围 1 和范围 2 排放的基准和计划，但最大的挑战集中在有效管理其供应链中的碳减排，即通常归类为上游范围 3的 碳排放。
The slow progress stems as much from the complex stakeholder environment as a lack of standards and well-understood and tested solutions. While most companies have baselines and plans in place to improve their directly controlled Scope 1 and 2 emissions, the biggest challenge centers around effectively managing carbon reduction in their supply chain, or what is typically categorized as upstream Scope 3 emissions.
This complexity means it is necessary for companies to create a practical and measurable action plan that works in concert with suppliers. The AlixPartners Should-Carbon methodology cuts through the challenge of both measuring data and creating a plan – making it easier to measure, map, and ultimately reduce supplier carbon. The Should-Carbon methodology translates carbon measurement into actionable plans at each stage of category planning, procurement, and supplier management processes. This approach accelerates cross-business decision-making to mobilize, speed up, and scale carbon reduction initiatives with the organization’s supplier base.
Should-Carbon creates transparency and collaboratively builds a carbon-reduction roadmap that embeds long-term capability deep into the process. This is done through work in three broad areas:
Metrics: Create a baseline that supports decision-making and tracks improvement
- Identify standards and translate these into business metrics and KPIs that can be monitored
- Set up goals that are granular while still being realistic and achievable
- Map emissions down to a level of detail that will help teams and partners make a difference
- Focus additional level of mapping detail on suppliers that are high emitters and therefore have a higher influence
- Model the impact and feasibility of carbon improvement options such as using different ingredients or changing product designs
Capabilities: Educate and engage the team to build long-term capabilities
- Bring in data management, analytics, and performance-reporting capabilities
- Recognize differing levels of supplier maturity and tailor plans to these
- Establish ongoing supplier carbon metrics management tools and capability
- Embed carbon management into category strategy, supplier selection, negotiation, and contracting methods and training
- Embed carbon management into supplier communications and performance, development, and incentive frameworks
- Provide access to subject matter experts for specialist solutions such as carbon economic product modeling, regenerative agriculture, and electrification
Actions: Set up a roadmap and create systems of accountability
- Encourage different functions to work together when evaluating carbon-reduction levers and deciding how these can be implemented into the business
- Teams should be accountable to each other as they translate these decisions into action
- Prepare teams to deal with potential roadblocks and challenges such as compliance changes, supply-demand issues, and supplier failure
- Set up regular reviews and a robust governance structure
碳减排之路充满挑战，涉及到详细的运营思维考量和对新工作方式的投入。 在 6 月 21 日都柏林举行的消费品论坛全球峰会上的特别演讲中，我们详细的介绍了我们的研究以及公司如何开始或加速实现减排目标。
The road to decarbonization is challenging and involves detailed operational thinking and commitment to new ways of working.
Learn more about our research and how companies can get started on or accelerate their emission reductions goals at our special presentation at The Consumer Goods Forum Global Summit in Dublin on June 21.
Learn more about the Should-Carbon methodology and how to embed sustainability in your supplier relationships here.