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DoomCart
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# Doom Cart See what your shopping costs the planet. Doom Cart is a one-screen dashboard that shows how everyday purchases affect climate, water and mineral reserves, which online stores emit the most, and which swaps actually help. Built for Patch the Conference (Bright Data, San Francisco, 2026-10-24). ## What it does - **Live counters:** global purchases of 7 everyday products, ticking per second, plus days since Earth Overshoot Day. - **Globe:** where a product's materials come from, with arcs to a US buyer. - **Search:** type a product or paste an Amazon, Walmart, Target, Shein or Temu link to see its footprint. - **Selling now:** real Amazon and Walmart listings with "bought in past month" badges and estimated CO₂ per month. - **Stores:** reported emissions for Walmart, Amazon, Target, Shein, eBay and Temu. - **Action forecast:** tick swaps (refurbished phone, plant-based burger, second-hand clothes) and see your CO₂ to 2030, then scaled to a million people. - **Resource clocks:** when known cobalt, nickel, copper and lithium reserves run out at a chosen demand growth. - **Receipt:** your year of shopping, against a 2.5 t yearly climate budget. ## Data | Data | Source | File | |---|---|---| | Per-item CO₂, water, cobalt | Apple product reports, ADEME, Poore & Nemecek 2018, Water Footprint Network, MIT | `data/footprints.json` | | Global units per year | IDC, Omdia, UNEP, USDA, World Footwear Yearbook | `data/footprints.json` | | Store emissions | Each company's 2025 sustainability report | `data/retailers.json` | | Mineral reserves | USGS Mineral Commodity Summaries 2026 | `data/footprints.json` | | Live listings | Amazon and Walmart US search pages, scraped with Bright Data | `data/live.json` | | Overshoot date | Global Footprint Network, 2026 | in page | Known weak spots: the burger uses the global beef average (US beef is lower), coffee CO₂ and water assume different doses per cup, sneakers and laptops have no water figure, and cobalt per device comes from 2016 reporting. Store totals are not like-for-like because each company counts its supply chain differently.
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