{"id":8292,"date":"2026-07-31T14:06:44","date_gmt":"2026-07-31T13:06:44","guid":{"rendered":"https:\/\/newtonimpact.com\/?post_type=content_library&p=8292"},"modified":"2026-08-06T10:20:50","modified_gmt":"2026-08-06T09:20:50","slug":"mapping-supplier-emissions-how-to-prioritise-and-partner-for-net-zero","status":"publish","type":"content_library","link":"https:\/\/newtonimpact.com\/en-au\/content-library\/blog\/mapping-supplier-emissions-how-to-prioritise-and-partner-for-net-zero\/","title":{"rendered":"Mapping supplier emissions: how to\u00a0prioritise\u00a0and partner for net zero\u00a0"},"content":{"rendered":"\n
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\n Take Me Back<\/a>\n\n

Mapping supplier emissions: how to\u00a0prioritise\u00a0and partner for net zero\u00a0<\/h1>\n

By Hans Neufeld <\/p>\n\n

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Director<\/p>\n <\/span>\n \n

Blog<\/p>\n <\/span>\n \n

10 min<\/p>\n <\/span>\n \n

31st July 2026<\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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With just over 1,000 days until most CPGs are due to meet their 2030 net zero targets, how can procurement move their organisation to where it pledged to be? <\/h2>\n <\/hgroup>\n \n
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The s<\/span>econd<\/span>\u00a0of<\/span>\u00a0a three-part series on the\u00a0<\/span>\u2018Net zero execution procurement playbook\u2019<\/span><\/span> \u2013\u00a0<\/span>a<\/span>\u00a0framework d<\/span>eveloped to help CPGs <\/span>decarbonise<\/span>\u00a0their supply chains without sacrificing commercial performance<\/span>.<\/span>\u00a0<\/span><\/span>\u00a0<\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Part 1 in this series outlines how to understand challenges shaping sourcing decisions and gain cross-functional agreement to collaborate. <\/h2>\n

Here, in Part 2, Hans Neufeld, Director in Newton\u2019s Consumer Goods practice, reveals the next set of levers, providing a structured approach to modelling portfolios. <\/p>\n <\/hgroup>\n

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1. Understand the context<\/h3>\n

Lever 1: Know the obligations and constraints shaping sourcing decisions. Lever 2: Agree ways of working and internal governance. The outcome: A rich contextual understanding of the challenges and headwinds we collectively face <\/p>\n <\/div>\n

\n 02<\/span>\n

2. Model the portfolio<\/h3>\n

Lever 3: Know your portfolio and prioritise. Lever 4: Emissions baseline and measurement. Lever 5: Supplier landscape mapping. Lever 6: Dynamic procurement intelligence. The outcome: A prioritised portfolio understanding of carbon emissions across suppliers and materials <\/p>\n <\/div>\n

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3. Plan and execute<\/h3>\n

Lever 7: Build the glidepath. Lever 8: Contract and commercial. Lever 9: Supplier engagement model <\/p>\n <\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Truly sustainable systems<\/h2>\n <\/hgroup>\n \n
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I spoke to a member of the sustainability team at\u00a0JDE Peet\u2019s\u00a0recently. What struck me\u00a0was that this is a company\u00a0committed\u00a0to changing\u00a0not just itself but the world.\u00a0<\/span><\/p>\n

To reduce\u00a0its\u00a0own supply chain emissions,\u00a0the coffee giant\u00a0invests\u00a0in\u00a0continuous improvement projects\u00a0for farmers\u00a0through\u00a0an initiative\u00a0called\u00a0Common Grounds\u00a0\u2013\u00a0and has done so for a decade.\u00a0<\/span>\u00a0<\/span><\/p>\n

Its sustainability programmes work towards not only discrete, ongoing gains but also industry-wide, long-term change.<\/span><\/p>\n

The Coffee Canopy Partnership\u00a0is another\u00a0example,\u00a0bringing\u00a0together coffee companies to create a\u00a0satellite\u00a0map of coffee production\u00a0and\u00a0spot deforestation risks.<\/span><\/p>\n

This is an industry-first capability that every company, even competitors, can access and use to shape decision-making.<\/span>\u00a0<\/span><\/p>\n

This\u00a0level of influence\u00a0is the dream scenario for\u00a0nearly every\u00a0CPG\u00a0\u2013 but it is a long way off for most.\u00a0<\/span>\u00a0<\/span><\/p>\n

As the first article in this series revealed, Scope 3 emissions account for up to 95% of most CPGs\u2019 carbon footprint (1). What this previous piece didn\u2019t touch on is how slow that progress is even for companies with investment behind it. Unilever\u2019s own reporting shows an 11% reduction in Scope 3 energy and industrial emissions and a 17% reduction in forest, land and agriculture emissions since 2021 (2).<\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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“Progress after four years of sustained effort says less about Unilever specifically and more about how structurally hard Scope 3 is to shift, outside a company\u2019s direct control.\u00a0“<\/p>\n \n Hans Neufeld, Director <\/span>\n Newton <\/cite>\n <\/blockquote>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Therefore despite good intentions and big ambitions, progress is challenging for everyone.\u00a0\u00a0<\/h2>\n <\/hgroup>\n \n
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But we have seen that movement is possible, with focus \u2013 which is what the framework underpinning this article is designed to provide.<\/span>\u00a0<\/span><\/p>\n

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End-to-end emissions<\/strong><\/p>\n

Scope 3\u00a0emissions\u00a0happen\u00a0across a vast supplier network\u00a0which\u00a0sit\u00a0largely outside\u00a0companies’ direct control,\u00a0and it is that\u00a0distance\u00a0that\u00a0makes them so hard to shift.\u00a0<\/span>Change\u00a0requires\u00a0identifying\u00a0the suppliers with the greatest emissions and opportunity, engaging them meaningfully, and creating the conditions\u00a0\u2013\u00a0commercial,\u00a0contractual\u00a0and collaborative\u00a0\u2013\u00a0to reduce their footprint and evidence progress.<\/span><\/b>\u00a0<\/span><\/p>\n

Levers\u00a03\u00a0to\u00a06\u00a0of the \u2018Net zero execution procurement playbook\u2019\u00a0narrow\u00a0this gap. They can be activated while still working on the first two levers\u00a0of the playbook\u00a0outlined\u00a0in\u00a0<\/span>Part 1<\/span><\/a>\u00a0of this three-part series.\u00a0<\/span>\u00a0<\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n\n\n\n\n

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Lever 3. Know your portfolio and prioritise<\/h2>\n <\/hgroup>\n \n
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Procurement teams have limited resources. The aim is to influence every SKU and supplier, but the return on that effort diminishes as you move down the supplier base. That is why most teams prioritise working closely with the suppliers where effort can deliver the greatest impact.\u00a0<\/span><\/p>\n

Newton research into typical Scope 3 emissions split by supplier\u00a0shows\u00a0that in\u00a0a typical\u00a0CPG,\u00a0half of all Scope 3 emissions are produced by\u00a0a\u00a0small percentage\u00a0of suppliers\u00a0\u2013 often just 1%.\u00a0Applying\u00a0the Pareto principle\u00a0to this data shows\u00a0how much impact procurement teams could have by focusing there.<\/span>\u00a0<\/span><\/p>\n

The next 19% of suppliers account for a further\u00a030%\u00a0of emissions. Engaging with a group of this size is\u00a0a significant task, making it essential to balance action with\u00a0preserving procurement team capacity.\u00a0<\/span>\u00a0<\/span><\/p>\n

Our research\u00a0finds that the\u00a0remaining\u00a080% of\u00a0suppliers\u00a0form a\u00a0long tail.\u00a0<\/span>While many procurement teams try to affect every\u00a0supplier, f<\/span>or this\u00a0large\u00a0group, commitments can be embedded into contracts and procurement processes, requiring minimal ongoing\u00a0resource\u00a0while\u00a0maintaining\u00a0baseline standards and expectations.<\/span>\u00a0<\/span><\/p>\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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Lever 4. Emissions baseline and measurement <\/h2>\n <\/hgroup>\n\n
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A<\/span>pplying<\/span>\u00a0<\/span>Newton\u2019s\u00a0<\/span>C<\/span>arbon\u00a0<\/span>M<\/span>easurement\u00a0<\/span>Hi<\/span>erarchy<\/span>\u00a0enables companies to\u00a0<\/span>move t<\/span><\/span>owards<\/span>\u00a0greater maturity in carbon accounting<\/span>.<\/span><\/span>\u00a0<\/span><\/p>\n

Carbon Measurement Hierarchy<\/span><\/b>\u00a0<\/span><\/p>\n

Each of the four levels\u00a0represents\u00a0a step up in terms of sophistication,\u00a0accuracy\u00a0and cost.\u00a0<\/span>\u00a0<\/span><\/p>\n

Spend-based estimates are the least reliable and should be avoided. The long tail of suppliers can be accounted for with industry averages. Supplier-reported data is most effective when it is collected and managed through a dedicated platform, providing greater visibility and tracking than a static Excel spreadsheet. Verified gold standard third-party data is the goal for each top tier supplier.<\/span>\u00a0<\/span>\u00a0<\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n <\/div>\n <\/div>\n <\/section>\n\n \n\n\n

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How to use the hierarchy <\/h2>\n <\/hgroup>\n
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