A credible climate strategy must address the emissions a supply chain creates and the environmental pressures it faces. Purchasing decisions, supplier relationships and investment in adaptation all have a part to play.
Water and forests are part of that picture. Water stress can affect production and continuity; commodity sourcing connects businesses with deforestation and wider environmental exposure. Supplier engagement brings these issues into commercial relationships, where expectations, support and incentives can shape action.
These questions run through my work: a coauthored water-stewardship abstract in 2014, CDP’s work with BSR on climate-resilient supply chains, our expansion into forests and my writing on business preparedness. At EcoVadis, I bring that perspective to supplier action and reliable information.
Understanding a risk is the beginning. Suppliers need useful feedback, resources and access to finance if they are to respond. Cutting emissions and preparing for disruption both depend on those relationships.
Ask about both impact and exposure
Emissions reduction addresses a business’s contribution to climate change. Adaptation addresses its ability to respond to changing conditions. A supplier can make progress on one while remaining exposed on the other. Put both questions into the business review and make the objectives explicit.
Look beyond a single carbon indicator
Ask where production depends on water, land and functioning ecosystems, and which sourcing relationships need a closer look. A global supplier score is a starting point for that conversation; the relevant location, commodity and business dependency determine what information the buyer needs next.
Build capacity into the purchasing relationship
Once a priority risk is understood, discuss what can change: supplier capability, sourcing choices, continuity planning, commercial terms or investment. Assign responsibility on both sides. The objective is a relationship that supports emissions reduction and strengthens the capacity to respond to disruption.
The resilience keynote · London, 9 September 2026
Playing loads YouTube. You can also open the original recording above.
Questions for leadership
- Where are our suppliers exposed to climate, water and forest-related risks?
- What support and investment would help them reduce impacts and adapt?
- How do purchasing and financing decisions reinforce long-term resilience?
Take the next step
Bring it to your
next business review
The Scope 3 guide brings supplier priorities, engagement, finance, data and resilience together, with a decision worksheet for your next review.
Read the Scope 3 decarbonisation guideThe evidence behind the discussion
This perspective draws on my programme leadership, partnerships and published work. The sources above provide the evidence and context.
