Why Do Your Purchases Hinder (or Accelerate) Your Decarbonization Strategy?
Contents
Procurement: An All-Too-Common Blind Spot in Climate Strategies
The Impact of Scope 3 on Companies’ Carbon Footprints
When discussing ways to reduce a carbon footprint, many people focus on what is visible and directly measurable: electricity consumed in buildings (Scope 2), business travel, or the company’s vehicle fleet (Scope 1). But the reality is much broader: in many sectors, indirect emissions linked to procurement and suppliers account for the largest portion of the carbon footprint.
This scope—Scope 3—encompasses all emissions generated upstream and downstream of a company’s operations: raw material extraction, processing, transportation, product use, and end-of-life disposal. For some industrial companies, it can account for more than 80% of their total emissions. In other words, ignoring procurement is like focusing only on the tip of the iceberg.
The illusion of a strategy focused solely on energy and transportation
Reducing energy consumption and encouraging remote work are commendable and necessary initiatives. They send positive signals to stakeholders and contribute to an immediate reduction in GHG emissions. But if all decarbonization efforts are limited to these measures,they risk underestimating their actual impact on the climate.
A simple example suffices to illustrate the discrepancy: replacing all the lighting at an industrial site with energy-efficient LEDs certainly reduces the energy bill, but the carbon footprint of the steel, plastic, and electronics purchased each year weighs much more heavily on the overall balance sheet.
How Providers “Stream” Their Shows
Every purchase carries a “carbon footprint.” Behind every computer, machine, raw material, or even service lie emissions generated by suppliers. These emissions are then incorporated into the balance sheet as an invisible chain of emissions that flows from one partner to the next.
This means that your climate performance depends not only on your own actions, but also on those of your entire ecosystem. The more your suppliers are committed to low-carbon practices, the more your company benefits in return. Conversely, continuing to work with high-emitting partners is equivalent to adding their emissions to your own carbon footprint.
This realization is essential: it transforms an administrative role into a strategic lever for decarbonization. The question then becomes: How can we use this lever to take effective action?
What are the main regulations, standards, and methodologies for GHG accounting?
Identify areas for improvement in procurement
Now that the central role of procurement in climate impact is clear, the question remains: how can we act responsibly? This is a key challenge for the entire organization. The good news is that there are several ways to transform your procurement into a driver of decarbonization and sustainable innovation. Rather than simply accepting the practices inherited from your partners, you can take back control through a three-pronged plan: buy less, buy better, buy differently.Buy Less: Simplicity and Optimizing Your Needs
The first—and often underestimated—strategy is moderation. Even before trying to make your purchases “greener,” you can ask yourself what you really need.
Here are a few concrete examples:
- Extend the lifespan of equipment rather than replacing it too soon.
- Reuse and repair instead of buying new.
- Optimize purchase volumes to avoid overstocking or waste.
These simple steps are a first concrete measure; they also offer you a twofold benefit: reducing your environmental impact and giving you the opportunity to save money.
Shopping Smarter: Responsible and Circular Consumption
When a purchase is unavoidable, it can be rethought to make it more sustainable. This involves carefully selecting suppliers and paying close attention to the characteristics of products and services.
Among the most effective strategies are:
- Promote local sourcing to reduce waste associated with transportation.
- Prioritize recycled or bio-based materials, which have a lower GHG footprint than virgin materials.
- Incorporate circularity criteria, for example through contracts that include the take-back and recycling of end-of-life equipment.
These responsible sourcing methods not only help reduce the carbon footprint but also strengthen the company’s resilience in the face of price fluctuations and regulatory constraints.
A Different Way to Buy: Collaboration and Innovation
Finally, some companies are choosing to innovate in their procurement models. Instead of purchasing individually and systematically, it is possible to envision new forms of cooperation and responsible consumption.- Share certain expenses with other stakeholders to optimize volumes and reduce transportation.
- Shift from an ownership model to a service model—for example, leasing a fleet of equipment rather than purchasing it—in order to extend its lifespan and promote the functional economy.
- Experiment with sharing-based solutions (coworking, logistics pooling)
Incorporating CSR Criteria into RFP Documents
Beyond individual choices, one of the most powerful early levers is to incorporate environmental and social objectives as early as the bidding phase. Rather than focusing solely on price and quality, the solution would be to require suppliers to provide carbon indicators, GHG inventories, or life-cycle assessments. Highlighting GHG indicators promotes transparency and enables the selection of partners aligned with a low-carbon trajectory. It also encourages suppliers themselves to strengthen their sustainability efforts in their operations.Collaboration as a Driver of Performance
In the current context, “exclude“Focusing on the partners with the highest emissions is rarely effective. In the long term, it is far more strategic to work with them to help them improve their practices. Some digital solutions are already facilitating this collaborative effort: for example, platforms like Decarbo’Tender® make it possible to objectively compare bids based on their carbon performance, while promoting transparency and traceability in business dealings. This type of tool does not replace human interaction, but it provides a solid foundation for engaging in constructive and responsible dialogue. By rethinking their procurement practices from these different perspectives, companies are transforming a function that is often seen as a burden into a true driver of emissions reduction and sustainable competitiveness. The next step is to incorporate these efforts into a structured, time-bound strategy.We aim to meet ministerial requirements and guidelines by promoting a more responsible approach to sports and raising awareness among our members and the general public.
Make procurement a cornerstone of your decarbonization strategy
Identifying areas for action is a crucial step, but these must still be translated into concrete results. For procurement to become a true driver of the low-carbon transition, it is necessary to develop a comprehensive approach, with clear objectives, appropriate tools, and strong involvement from all stakeholders.
Develop a clear, step-by-step roadmap
The first step is to develop a low-carbon procurement strategy that is integrated into the company’s climate policy. This roadmap must:
- define key indicators (carbon intensity per euro spent, emissions avoided per action),
- prioritize the positions with the highest emissions,
- Set realistic timelines, incorporating both quick fixes and more profound changes.
The goal is not to strive for immediate perfection, but to make steady progress with measurable results.
Ensuring transparency and traceability in the supply chain
To effectively manage a sustainability initiative, it is essential to rely on reliable data. Too often, emissions related to external procurement are estimated based on industry averages, which skews the assessment. This is precisely where Decarbo’Supply®. The solution enables suppliers to be directly involved in the decarbonization process. Through an online portal, they can calculate the “carbon footprint®” of their products or services for free (PCF – ISO 14067 / My-CIF® – Carbon Intensity Factor). Together, we can identify ways to reduce emissions at the source and develop a common approach. The benefits of Decarbo’Supply®:- Reducing Scope 3 emissions through supplier engagement.
- Collection of robust and verifiable data (PCF / My-CIF®).
- Implementation of a sustainable and competitive procurement strategy, with potential savings of up to 15% on costs related to carbon taxes.
Train and equip purchasing teams
The role of buyers is evolving: they are no longer limited to negotiating prices, but are becoming key players in climate strategy. To this end, it is essential to:
- raise awareness among teams about environmental issues
- offer specialized training on product lifecycles, carbon assessments, or CSR certifications,
- involves senior management in order to give strategic weight to procurement decisions.
By strengthening its internal capabilities, the company aligns its culture and practices with its decarbonization goals.
Leverage collaborative solutions to engage the ecosystem
Finally, the success of a low-carbon strategy depends on the ability to engage suppliers. This requires shifting from a control-based approach to a collaborative one.
Innovative tools can help foster this momentum:
- To identify priority actions, Decarbo’Supply® enables companies to map their supply chain, identify the purchases with the highest emissions, and collect reliable data directly from suppliers using specialized calculations.
- To help turn a commitment into a concrete action plan that is managed and shared with partners, Decarbo’Target® allows users to simulate various reduction scenarios, factor in financial constraints (CAPEX/OPEX), and track progress over time.
These solutions demonstrate that, beyond mere statements, it is possible to support decarbonization in a pragmatic and collaborative way.
By combining strategic vision, traceability, skill development, and collaborative tools, procurement ceases to be merely a budget line item and becomes a driver of carbon competitiveness.
In the current climate context, procurement should no longer be viewed as merely a support function. It lies at the heart of decarbonization efforts and plays a decisive role in reducing GHG emissions. For a company, ignoring this lever risks undermining its entire organization; conversely, leveraging it helps strengthen its performance and credibility.
Decarbonizing procurement is not just about setting ambitious goals; it involves implementing a responsible and measurable process based on a detailed analysis of emission sources. This requires reevaluating procurement activities, incorporating sustainability into the selection of services and products, and engaging suppliers in a collective effort.
Implementing best practices in responsible procurement transforms regulatory requirements into strategic opportunities. Through structured approaches and tailored tools, every organization can measure its progress, adjust its actions, and integrate decarbonization into its business model.
Ultimately, procurement is no longer just an operational tool—it has become a strategic pillar for decarbonizing business operations, addressing climate challenges, and strengthening corporate resilience in a world undergoing transition.