PSC LIVE: Sustainability – Sustainable Supply Chains Panel

At Procurement & Supply Chain LIVE, a panel of industry leaders explored the state of sustainable supply chains, addressing progress, challenges and the role of innovation. 

Panellists included:

• Maureen O'Shea, Sustainability and Supply Chain Partner at Baringa
• Paul Williams, Director Supply Chain Sustainability at Deutsche Bank
• Michael Ford, Principal, HSE and Sustainability at Avetta
• Caroline Grey, Co-Founder and Chief Revenue Officer at treefera

How far have sustainable supply chains come?

The panel opened with reflections on the progress made in building sustainable supply chains, with contrasting views on the pace of change.

Maureen took a critical stance, arguing that while companies have made headway in reducing their direct (Scope 1 and 2) emissions, many continue to neglect Scope 3. 

“A lot of organisations have done great work on Scope 1 and Scope 2 and have conveniently ignored Scope 3,” she said. 

“I spoke to a company last week who thought outsourcing logistics meant their Scope 3 emissions would disappear – it doesn’t work like that.”

Paul, however, was more optimistic, pointing to growing awareness among procurement leaders. 

“If we think back to ten years ago, most people wouldn’t have known what Scope 3 meant,” he said. “Now, it’s the ESG topic that procurement teams understand best. There’s still a long way to go, but the progress has been huge.”

Michael noted that while large corporations have improved, sustainability efforts often fail to reach lower levels of the supply chain. 

“Many suppliers still struggle to understand what’s expected of them,” he said. “The big challenge is cascading sustainability requirements down through the supply chain in a way that makes sense for smaller businesses.”

Caroline echoed a sense of optimism, highlighting the role of technology. 

“Boards are talking about it, consumers are talking about it,” she said. “Technology is enabling companies to measure and manage sustainability across their supply chains like never before.”

Challenges in achieving supply chain sustainability

One key theme was that the ‘easy wins’ in sustainability have already been taken, and the next phase of progress will be more complex.

Paul suggested that while financial services firms are still in the early stages of supply chain sustainability, there’s plenty of room for improvement. 

“There’s still huge amounts of low-hanging fruit,” he said. “For example, simply getting transparency into supply chains and embedding sustainability into supplier scorecards can make a big difference.”

Michael argued that many businesses are struggling because they focus on compliance rather than meaningful change. 

“Some organisations mandate sustainability without supporting their suppliers,” he said. “The companies that succeed are the ones that engage, educate and work alongside their suppliers instead of just setting requirements.”

Caroline highlighted supply chain risk as a key driver for sustainability efforts. 

“It’s no longer just about regulations,” she said. “Companies are realising that sustainable supply chains are also more resilient and financially viable in the long term.”

The conversation also touched on the difficulties faced by SMEs in meeting sustainability demands. Maureen stressed that large corporations have a responsibility to support smaller suppliers. 

“A company might insist on sustainability standards, but SMEs don’t always have the capacity to comply,” she said. “Practical solutions like carbon accounting training and tailored reduction plans are critical.”

Paul agreed, adding that inconsistent sustainability requirements across industries create unnecessary complexity. 

“Suppliers suffer from survey fatigue – different customers ask for the same data in different formats,” he said. “We need more collaboration to standardise requirements and reduce the reporting burden.”

Technology’s role in sustainable supply chains

The panel discussed the growing role of technology in sustainability, with varying perspectives on its effectiveness.

Paul cautioned against over-reliance on data and dashboards. 

“There’s a risk that companies spend too much time analysing and not enough time acting,” he said. “We don’t need to footprint every category of Scope 3 before we start making practical changes.”

Michael emphasised that technology must be accessible to all suppliers. 

“We work with a lot of small businesses that don’t have the resources for sophisticated tech solutions,” he said. “For many of them, the most effective approach is still filling out simple forms rather than relying on AI-driven platforms.”

Caroline acknowledged this challenge but argued that technology is essential for progress. 

“AI and automation can help make sustainability data more transparent and actionable,” she said. “The key is making these tools easy to use and ensuring they translate into meaningful action.”

Future-proofing supply chains

The discussion concluded with advice for businesses looking to future-proof their supply chains. Maureen stressed the importance of collaboration between procurement, R&D and suppliers. 

“Engage early, invest in supplier relationships, and be intentional about who you work with,” she said. “Sustainability shouldn’t just be a compliance exercise – it should be built into how you do business.”

Paul encouraged companies to integrate sustainability into broader business strategies. 

“Understand your decision-makers and tailor your sustainability message to what matters to them,” he advised. “For some, it’s cost savings. For others, it’s risk management. Find the right hook to drive engagement.”

Michael warned against a ‘one-size-fits-all’ approach. 

“You can’t impose the same sustainability standards on every supplier, especially in emerging markets,” he said. “Set realistic expectations and support suppliers in making gradual improvements.”

Caroline closed with a call for transparency and long-term thinking. 

“Sustainable supply chains are about more than just reducing emissions,” she said. “They’re about resilience, financial stability, and ethical responsibility. If businesses take a holistic approach, the benefits will follow.”

The panel made it clear that while sustainable supply chains remain a complex challenge, businesses that invest in supplier engagement, technology and long-term planning will be well-positioned for the future.

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