STATE OF SUPPLY CHAIN SUSTAINABILITY REPORT 

Fifth Annual State of Supply Chain Sustainability Report Reveals Growing Investor Pressure and Persistent Challenges with Emissions Tracking

This year’s report is based on four years of comprehensive international surveys with responses from over 7,000 supply chain professionals representing more than 80 countries, coupled with insights from executive interviews. It explores how external pressures on firms, such as the growing investor demand and climate regulations, are driving sustainability initiatives. However, it also reveals persistent gaps between companies’ sustainability goals and the actual investments required to achieve them.

"Over the past five years, we have seen supply chains face unprecedented global challenges. While companies have made strides, our analysis shows that many are still struggling to align their sustainability ambitions with real progress, particularly when it comes to tackling Scope 3 emissions," said Dr. Josué Velázquez Martínez, MIT CTL research scientist and lead investigator. "Scope 3 emissions, which account for the vast majority of a company’s carbon footprint, remain a major hurdle due to the complexity of tracking emissions from indirect supply chain activities. The margin of error of the most common approach to estimate emissons are drastic, which disincentivizes companies to make more sustainable choices at the expense of investing in green alternatives. "

Among the key findings:

  • Increased Pressure from Investors: Over five years, pressure from investors to improve supply chain sustainability has grown by 25%, making it the fastest-growing driver of sustainability efforts.
  • Lack of Readiness for Net-Zero Goals: Although 67% of firms surveyed do not have a net-zero goal in place, those that do are often unprepared to meet them, especially when it comes to measuring and reducing Scope 3 emissions.
  • Company Response to Sustainability Efforts in Times of Crisis: Companies react to different types of crises differently in regards to staying on track with their sustainable goals. If it is a network disruption like the COVID-19 pandemic or economic turbulence.
  • Challenges with Scope 3 Emissions: Despite significant efforts, Scope 3 emissions—which can account for up to 75% of a company’s total emissions—continue to be the most difficult to track and manage, due to the complexity of supplier networks and inconsistent data-sharing practices.

Mark Baxa, President and CEO of CSCMP, emphasized the importance of collaboration:Businesses and consumers alike are putting pressure on us to source and supply products to live up to their social and environmental standards. The State of Supply Chain Sustainability 2024 provides a thorough analysis of our current understanding along with valuable insights on how to improve our Scope 3 emissions accounting to have a greater impact on lowering our emissions."

The report also underscores the importance of technological innovations, such as machine learning, advanced data analytics, and standardization to improve the accuracy of emissions tracking and help firms make data-driven sustainability decisions. 


2024 Report

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2023 Report

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2022 Report

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2021 Report

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2020 Report

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What the report sponsors are saying:

  • “Social policies have grown significantly over the past few years driven by societal movements that have driven focus on diversity, equity, inclusion, individual health, and well-being. Company executives, investors and HR teams are focused on implementing social programs to ensure happier and healthier employees to meet this growing societal demand. People also wish to work in environments that focus on the whole person, and not just the well-being of the company.” —Taylor Allis, Chief Product and Marketing Officer, Avetta
  • “Scope 3 continues to be elusive at scale because of still evolving definitional boundaries that vary by region and vertical, as well as the sheer complexity of managing and monitoring the supply chain where much of Scope 3 lies. Many businesses are forced to use estimations, which open risk to green-washing, or set their own scope, which opens risk to shifting metrics year over year.” — Katie Martin, Principal Lead for Sustainability & ESG, Avetta
  • “Companies say, ‘Hey, as a supplier of ours, here’s what our expectations are of you.… You need to hit X, Y, and Z when it comes to ESG.’ That is happing more and more often. But another piece is on the value creation side, where the shippers will say, ‘Not only do we require this of you as a bare minimum of what you’re doing with your own work, but how can you help us? What are some of the basic things we can do together to reduce emissions?’” — Rachel Schwalbach, Vice President for Environmental, Social, & Governance, C.H. Robinson
  • “Supply chain sustainability strategies that are driven by short-term thinking are susceptible to many different types of disruptions, from government regulations and economic conditions to other global influences. When our customers experience unexpected disruptions, we see that their strategies tend be steadied by their long-term sustainability aspirations and a continued focus on those future milestones.” — Brittany Brama, Sustainability Manager, C.H. Robinson
  • “Supply chains inherently require a significant amount of collaboration between partners, but just communicating regularly about your sustainability goals is not enough. You can’t manage what you can’t measure. In order to start moving the needle, supply chain partners need to leverage shared technology that can serve as a single source of truth for them to collectively measure the results of their sustainability efforts.” — Brian Cristol, CEO & Co-Founder, Isometric Technologies

About MIT CTL

The MIT Center for Transportation & Logistics (MIT CTL) has been a world leader in supply chain management education and research for 50 years. MIT CTL has made significant contributions to the field of supply chain and logistics management and has helped numerous companies gain a competitive advantage from its cutting-edge research.