We turn Scope 3 commitments into a program that fits your procurement processes, supplier relationships, data and systems.
A common failure is to set a Scope 3 target and then hand it to procurement without the data, processes, authority or systems needed to deliver it. The commitment remains on paper while day-to-day purchasing continues unchanged.
Supplier questionnaires and certificates provide useful information, but they do not by themselves change purchasing decisions or supplier performance.
Set in a department with no influence over purchasing, and no realistic path to being executed.
A large share of the impact may sit beyond direct suppliers, where data and influence are more difficult to obtain.
Designed with practical supply-chain and procurement experience.
The work is based on how procurement and supply-chain teams make decisions, not only on carbon-accounting requirements. Keith previously worked in strategy and operations at Deloitte, with a focus on logistics and supply chain.
Several clients have subsequently asked New Day to improve procurement or supply-chain processes outside the original sustainability scope. That repeat work reflects confidence in the operational approach.
The whole architecture, built to fit how your purchasing function actually works.
Add sustainability criteria to the existing purchasing process, roles and decision points.
Where your footprint sits, so effort goes to the suppliers and categories that matter.
Questionnaires, relationships and processes for the vendors that actually move the number.
Targets based on what procurement and suppliers can deliver within the required timeframe.
Select tools that fit the organization and phase them in as the team develops the capacity to use them.
Hotspot dashboards, and eco-design tools that model the CO₂ impact of ingredient and material swaps.
A real plan for getting and using the data — so the numbers hold up under scrutiny.
This example shows how a Scope 3 objective can be translated into purchasing decisions, supplier requirements and onboarding steps.
For companies whose footprint is dominated by Scope 3, the supply chain is also where the largest reductions and cost savings opportunities may be found.
Ingredient and material-level data can help customers compare options and reduce the footprint of their own products. Providing credible data may also distinguish you from competitors.
Better visibility across the value chain can help you influence suppliers, support industry change and make more credible claims to customers.
Targets or supplier pledges are on the record, and someone has to make them real.
FMCG, food & beverage, retail, manufacturing, construction — where Scope 3 is most of the total.
Assessors or investors have pointed at supplier impact as a weakness to fix.
Customers are asking for supplier and product data that your current systems cannot yet provide reliably.
In a short introductory call, we can identify the main gap between the Scope 3 commitment and the procurement processes needed to deliver it.
Book an intro call →