An integrated process-oriented framework of low-carbon manufacturing networks: evidence from multiple cases

Due to both a sharp volatility increase across the global economy and increasing signs of resource depletion, a growing push for decarbonisation at both organisational and supply network levels has emerged. This article answers the following question: ‘<i>How can manufacturing companies effectively implement carbon reduction projects within their supply networks?</i>’ The article draws upon multiple case studies on ten manufacturing companies. Through within-case and cross-case analysis, we generate a process framework that highlights four key stages of the carbon reduction project implementation. Further discussions integrate three important dimensions of carbon reduction projects in a supply network context, namely supply network stages, emission reduction factors, and process change types. This article contributes to the existing sustainable supply chain literature and provides empirical evidence that captures the complexity and dynamics of decarbonisation activities. The carbon-related improvement activities analysed provide a multi-level model of cooperation possibilities between participants, both in the supply chain and across the chain. Practically, our proposed framework connects low carbon practice to organisational change by suggesting the importance of the carbon special task team alongside behavioural, managerial, technological and systematic changes that are implemented simultaneously with the carbon reduction projects.