address systemic challenges to our shared global supply chains .
Lever 3 : Logistics decarbonisation projects
Logistics offers a powerful lever for decarbonisation , but the complexity of transport networks and the pace of technological change make it challenging to drive action . Companies must analyse their upstream and downstream logistics profile , business models and modes of transit . They should then evaluate the impact of implementing innovative solutions , including route optimisation , fleet electrification , right-sizing fleets , alternative fuels and advanced e-mobility integrating electric vehicles with renewables , storage and microgrids . These solutions may be mapped by their impact over near- , medium- and long-term horizons . Implementing these measures at scale requires collaboration with logistics providers and peers . They can engage direct transport suppliers when setting buyer expectations , procurement decisions and supplier engagement efforts . Together , they can tackle areas of transport that are challenging to decarbonise , such as airplane and marine shipping fuel . By facilitating partnerships with transport companies , policymakers , technology providers and suppliers , companies can unlock collaborative and competitive efforts that drive market change . How are companies matching action to ambition ? Evonik has avoided 2,110 tonnes of CO 2 emissions in the last decade by switching from road to rail , which has reduced particulates , nitrogen oxide emissions and the use of diesel fuel . Meanwhile , Henkel is tackling the logistical challenges through three scopes of action : optimising transport and logistical processes ; implementing digital tools that calculate transport-related emissions and help foster transparency and track progress towards emissions reduction targets ; and helping to launch pilot projects for electric vehicle charging infrastructure .
Lever 4 : Resource efficiency at supplier sites
Resource efficiency is an established driver of emission reduction . Buyers can actively help suppliers in their supply chain with manufacturing sites , distribution centres or other critical physical infrastructure to identify and finance energy efficiency and emission reductions within their operations .
Buyers might also facilitate resource efficiency workshops to help build supplier competencies through training and sharing best practices . Resource management experts can provide hands-on training to corporate and site-level managers so they can quickly identify hotspots , such as locations with significant efficiency opportunities or those with favourable policy or economic environments . By identifying projects with shorter paybacks and clear cost savings , these programmes can be entirely self-funding . Conducting these workshops on a virtual platform can be just as successful and significantly accelerate the speed and scale of cost savings and emissions reduction . For example , the Responsible Business Alliance ( REBA ) provides resource efficiency training to its members and their suppliers . Companies engaging in crossindustry knowledge sharing are empowered to identify opportunities for continuous improvement . By participating in coalitions , leading companies can unlock shared value and accelerate their impact by unifying efforts at scale . Similarly , the Together for Sustainability initiative has launched a learning hub for chemical companies and their suppliers to provide learning opportunities to build on and deepen
50