Corporate decarbonisation depends on decisions across the business: where to invest, how to make and source products, and who is responsible for delivery. Scope 3 brings those decisions into relationships with suppliers and customers. That is where much of my experience lies.
For companies with substantial supply-chain emissions, the work reaches well beyond the sustainability team. Procurement sets expectations, suppliers need the means to respond, and leaders need to know whether their actions are producing results.
A changing footprint needs an honest explanation. It may reflect better data, different purchasing or real emissions reductions. Understanding the difference helps teams see what is working and where to turn next.
Connect the target to the business plan
A corporate target needs a place in investment decisions, product strategy and operating plans. Ask which decisions will change, who owns them and what resources they require. For Scope 3, extend that conversation to the suppliers and customers whose choices influence the outcome.
Make the next decision explicit
An inventory should lead to a choice. That might mean working with a strategically important supplier, changing a product specification or identifying a shared barrier across a category. Give each priority a commercial owner and explain what would cause the business to change course.
Bring the buyer into the programme
A sustainability request has more force when the commercial relationship supports it. Category teams need a clear account of the requested change, the supplier’s constraints and the decisions they can influence. Leaders can then decide what support to provide and how to review progress.
Explain why the footprint changed
A smaller reported footprint is not a complete account of progress. Ask what came from changed purchasing volumes, a different calculation method, a different supplier mix and changes in underlying activities. Keep the action record alongside the inventory so that the business can learn from both.
Questions for leadership
- Which suppliers and activities are most material to the transition?
- Who owns the next action, and what support will they need?
- How will better information change a commercial decision?
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.