Environmental Engineering Reference
In-Depth Information
Complex, the final destination of the cargo. The
change of the destination caused an increase of
the use of trucks of about 300%. Nevertheless,
indicators on CO2 emissions and cost reduction for
both years 2008 and 2009 proved the change was
timely and performance increased significantly
from one year to the next (see Table 8).
On the other hand, in order to support and to
help develop the “global” OMS, BP Colombia
(Andean SPU) was put in charge of developing
four case studies to outline a methodology to
gather information on how to assess the supply
chain life cycle, how to influence and how to
reduce waste and emissions.
BP's case studies highlight some of the com-
pany's environmental and social initiatives from
around the world (BP, Case Studies Library, 2010)
and serve as benchmarks or “best practice” refer-
ences for internal operations.
The case project scope and deliverables cover,
but are not limited to, logistic activities and plan
to deliver one case that applies to BP's global
supply chain, one case related to the regional
(Latin-America and the Caribbean) business is-
sues and two cases that elaborate on and improve
the local performance of the company. Logistics
topics include load aggregation, transportation
mode selection, packing selection and packing
disposition, fleet management, emission reduction
and outsourcing decisions.
The case studies development process compels
the company to think about the specifics of the
operation, while serving as a culture development
tool that integrates several actors from within and
from outside the company. Such tasks help to build
and to strengthen the company-stakeholder rela-
tionship, as suppliers, customers and communities
participate in the effort to improve the processes.
way, meaning that everything the company does
each day should contribute in some way to the
long-term health of BP and that of the environment
and society (BP p.l.c., 2009),
BP's awareness of its position in the supplier
and customer markets and its clear idea regard-
ing the “privilege [it has] to operate” in the loca-
tions where it works, have caused the company
to develop a sense of recognition of its business
partners. This recognition has led to the promo-
tion of a “greener” global framework in which
the company's priority is the development of
responsible value creation endeavors.
BP understands a “greener” global framework
as an opportunity to influence its business partners'
behavior into environmental friendly operations,
whether by exercising its leadership position
within the chain or by increasing the visibility of
rising performance indicators throughout the entire
chain. Either way, working in conjunction with
its stakeholders is a “must do” for the company.
In the years to come BP has determined that it
will “…retain focus on the fundamental priorities
of managing risk, with a particular focus on sensi-
tive areas; driving continuous improvement; and
complying with applicable laws and regulations”
(BP p.l.c., 2009, p. 10).
Finally, with the latter on mind and the grow-
ing requirements for energy all around the world
pushing companies such as BP, to deliver on its
offer, new projects are in the planning stages or
already underway. Developing offshore activities
and expanding the natural gas plant are among
the most important projects scheduled, for future
years in Colombia, to respond to the market needs.
Logistics activities related to these projects are
a major source of opportunities to create value
responsibly. With this in mind, BP has decided
implement environmental requirements for all
these activities, based on four principles (BP Co-
lombia, 2009, p. 25): 1) identify and understand
impact, 2) identify sensitive areas, 3) design to
avoid adverse impacts and minimize the use of
The Outlook
Given its embedded culture, a change in the BP's
course, values or general strategy does not seem
very likely in the next five to ten years. Yet its
