How Sustainable is Lamborghini’s Supply Chain Strategy?

Lamborghini's first Sustainability Report lays out a bold shift in how it approaches its supply chain – with transparency, accountability and sustainability placed squarely at the centre of its operations. 

The Italian luxury carmaker may be known for high-performance engines and distinctive aesthetics, but behind the polished supercars lies a complex network of producers, and they’re now under closer scrutiny than ever.

Chairman and CEO Stephan Winkelmann says the aim is clear: “With this report, we aim to make visible what is already part of our daily way of working: the idea that innovation, performance and sustainability can coexist and mutually reinforce each other.

“This commitment stems from how we operate and extends to every area of our business.”

A localised model for global accountability

Lamborghini is deliberately structuring its supply chain around both global standards and local impact. 

Working closely with the procurement arm of the Volkswagen Group, Lamborghini applies shared environmental, social and ethical expectations across all partnerships.

The report explains: “All the measures and efforts made by the group to promote the concepts of sustainability in the supply chain, as well as the safeguard and respect of human rights, are the same as those acknowledged and adopted by Automobili Lamborghini, in addition to the activities already implemented by the company at a local level.”

This hybrid structure – linking large-scale group suppliers with smaller, niche partners – is intended to preserve the individuality of Lamborghini’s craft while improving consistency in sustainability.

The company mainly sources from suppliers located in the EMEA region. This localised strategy not only supports European businesses but also brings emissions advantages by shortening logistics routes and cutting transport-related GHG emissions.

Meanwhile, Lamborghini has expanded its work with cooperatives to award contracts that promote job access for underrepresented communities. These partnerships sit alongside technical supplier relationships, supporting both quality and social impact.

Emissions impact of supply and production

As Lamborghini delivers more vehicles and its supply chain becomes busier, indirect emissions have climbed. 

The company’s sustainability report shows how the biggest jump appears in Scope 3 emissions, which capture all value-chain activities, including supplier operations and vehicle use by customers

Scope 3 emissions (tCO₂e)

• 2023 – 745,939
• 2024 – 821,283

The report is upfront about the reason for the increase: “This change is attributable to an increase in the number of cars brought to market.”

In response, Lamborghini lays out several actions aimed at gradually reducing its supply chain emissions:

• Using recycled carbon and aluminium
  
• Employing reusable “two ways” logistics containers
• Streamlining logistics routes with lower-emission transport
  
• Launching employee shuttle services and carpool schemes
  
• Electrifying the company’s own fleet of service vehicles

These efforts show that Lamborghini is not just measuring emissions—it is actively trying to change the upstream behaviours that contribute to them.

Raising standards through contract control

Lamborghini now uses a structured sustainability rating—known as the S-rating system—to evaluate potential suppliers across ethical, social and environmental metrics. If a supplier does not meet the required level, the deal is off.

The company sets out the approach clearly: “Automobili Lamborghini adopts rigorous procurement practices in line with the Volkswagen Group guidelines, thus ensuring that its suppliers adhere to high standards of quality, sustainability and social responsibility.

“In particular, attention to ethical, social and environmental aspects starts right from the supplier selection phase; this stage, regulated according to specific procedures, follows a structured approach that evaluates various criteria to build a resilient and sustainable supply chain.”

And there’s no room for compromise. Lamborghini states: “If a supplier receives a negative S-rating, it will not be possible to proceed with its appointment and, consequently, it will not be awarded contracts.

“This represents a direct incentive for suppliers to improve their sustainability performance.”

Procurement as performance infrastructure

Lamborghini’s drive for sustainability isn’t confined to factories or product lines – it’s woven through the business model. Procurement, once a behind-the-scenes process, now plays a starring role. Contracts are tools of influence, supplier relations are platforms for change and accountability is built into the small print.

For a company defined by precision and prestige, extending that mindset to its supply chain makes sense. 

As Stephan Winkelmann puts it: “This marks a decisive step towards a more sustainable mobility and represents one of the most significant achievements in the transition path outlined by our vision.”