Stacey Schroeder

The logistics and transport sector contributes about 24% of global CO2 emissions. Considering the push for supply chain sustainability across different sectors, the need for lower emissions has been heating up in recent years. With roughly a quarter of the world’s emissions tied to logistics, this industry will possibly be the final frontier to tackle regarding sustainability. While different strategies can be leveraged to reduce the impact of logistics operations on the environment, integrating eco-friendly practices and reducing Scope 3 emissions are some of the most pressing initiatives at hand. This article serves as a guide that will provide actionable steps for companies to embrace innovative solutions and navigate the transition toward a greener future. Scope 3: Understanding Supply Chain Emissions Modern supply chain management outsources different parts of the operation to leverage the expertise of different suppliers and stakeholders. Logistics operations are usually outsourced to third-party providers, and exercising control over their operations and monitoring their sustainability practices and emissions can be challenging. Here’s the harsh reality: no matter how well an organization manages to reduce Scope 1 and 2 emissions, the unaddressed Scope 3 emissions can bring the entire process to a screeching halt. This is especially true…

This post is written in partnership with Reuters Events: Supply Chain. Reuters Events connects the world’s most senior supply chain leaders through conferences, research, and digital content. Learn more: events.reutersevents.com/supply-chain/usa   When decisions cannot keep pace with change There is a moment most planning leaders recognise right now: A tariff announcement lands. A carrier pulls capacity. Demand accelerates faster than the forecast adjusts. The decision window compresses, and by the time there is confidence in the data, the cost of delay is already building. These pressures across supply chains are not new. What has changed is the speed at which conditions move underneath a decision, often faster than organisations are set up to respond. Customer expectations do not flex when supply does not. The cost of a wrong call, whether inventory in the wrong market, capacity committed too early, or service levels slipping before anyone flags them, compounds quickly. Most organisations have responded by investing. Better tools. More data. AI pilots. Network reviews. The core problem persists: decisions are still being made without full confidence. Planning and execution do not align when conditions change. In many cases, the issue is not disruption itself. It is how long organisations take to…