Decarbonising purchasing is an underestimated strategic challenge. Yet it is a way of reconciling environmental impact and economic performance. But how do you go about it? Anne-Charlotte Héry, a specialist in responsible purchasing and low-carbon strategies, takes a closer look.
Decarbonising purchasing: why is this such a strategic challenge?
Climate change, dwindling resources, regulatory pressure: companies are facing unprecedented challenges. The ecological transition is no longer an option. We need to review our business models, rethink our value chains and factor the carbon impact into every decision we make.
The purchasing function is an underestimated lever with a major impact.
Purchasing is at the heart of companies' carbon emissions
Key figures :
Purchases represent on average 50 % of sales organisations (secondary sector).
Le scope 3 includes all emissions indirectemissions, i.e. those linked to the company's value chain (purchasing, transport, product use, etc.), and represents 60 to 80 % of total greenhouse gas emissions (source: CDP Carbon Disclosure Project).
At the same time, purchasing plays a central role in decarbonisation within the value chain.
A stricter regulatory framework
Purchasing departments must now incorporate increasing obligations into their practices.
For example :
La CSRD or extra-financial reportingmandatory since 2024 for companies meeting at least 2 of the 3 following criteria:
- More than 250 employees
- Over €40m in sales
- Over €20m in total assets
Note: recent relaxations have postponed entry into force and simplified the requirements for SMEs, with a gradual roll-out between 2025 and 2029.
Le decree n° 2022-982 of 1st July 2022 relating to greenhouse gas emission assessments mandatory inclusion of scope 3
La energy-climate" law 9 November 2019: aiming for carbon neutrality by 2050
La climate and resilience" act 22 August 2021: meet the European objective of reducing greenhouse gas emissions by at least 55 % by 2030.
Le tertiary decree Gradual reduction in energy consumption in tertiary sector buildings (offices, shops, hotels, sports and cultural facilities, warehouses, etc.).
Added to these demands are internal and external pressures (from customers, investors and employees) for greater transparency and environmental commitment.
Decarbonising purchasing means a smaller footprint and greater value.
Decarbonising purchasing: which levers to activate?
Decarbonising procurement is about much more than choosing 'green' suppliers. It means rethinking your strategy by integrating carbon impact into every stage of the purchasing process.
A six-step method for structuring the decarbonisation of purchasing
- Map emissions (scope 3)
- Prioritise purchases with the highest emissions
- Mobilise the ecosystem: buyers, suppliers, etc.
- Build action plans by purchasing family
- Integrating carbon at every stage of the purchasing process
- Measuring and improving continuous improvement approach
Some practical ways of taking action
Decarbonising purchasing means acting according to the realities of your sector.
Here are a few concrete examples, straight from the field.
Favouring low-carbon materials - Building and civil engineering
On our sites, we have replaced conventional concrete with low-carbon concrete. The result: up to 30 % fewer emissions, at no major extra cost.
Developing circular purchasing and short distribution channels - Food industry
We have reviewed our sourcing policy to give priority to local, seasonal produce. By reducing distances, limiting the use of heated greenhouses and adapting menus to the season, we have reduced our overall carbon footprint while strengthening our links with producers.
Developing theeco-design - Textiles
We have revised our specifications to focus on more sustainable garments: resistant fabrics, repairability, sober design. The result is products that last longer and have less carbon impact in the long term.
Optimising transport - Distribution and logistics
We joined a local grouping to pool our deliveries with other companies. The results: fewer empty runs and 20 % less emissions from logistics.
Innovating with suppliers - Industry
Working with one of our suppliers, we developed a less energy-intensive manufacturing process. This collaboration has enabled us to reduce our energy consumption by 25 %, while improving the quality of the end product.
Using tools such as Bilan Carbone®, life cycle analysis (LCA), environmental labels and certifications - Retail
Using simplified LCAs for our strategic product families, we have developed a scoring system to identify the most eco-responsible products.
🛠️ [Tool focus] ISO 20400, the sustainable procurement compass
It is the reference standard for structuring a responsible purchasing approach. It aims to :
- Aligning purchasing and CSR strategies
- Integrating sustainability criteria at every stage of the purchasing cycle
- Dialogue with internal and external stakeholders
- Regularly assess the environmental performance of purchasing
👉 Want to find out more? Discover the training programme Sustainable procurement performance workshop: total cost and the new ISO 20400 standard.
Obstacles, tensions and realities on the ground: how can they be overcome?
| Difficulties | Solutions |
| Lack of reliable carbon data | Use databases such as ADEME/Ecoinvent Co-construct LCA benchmarks with key suppliers |
| Costs perceived as too high | Use TCO (Total Cost of Ownership): → includes hidden costs and indirect benefits (compliance, image, innovation) → guarantees sustainable performance |
| Complexity of analysing intangible services | Prioritise critical categories Tool suppliers Contract progressive objectives |
| Lack of management support | Integrating carbon KPIs into CSR objectives |
[Training]
Decarbonising purchasing is a key factor in making companies carbon competitive. Firstly, because purchasing decisions influence the entire value chain, from the selection of suppliers to the management of end-of-life products. Secondly, because in addition to optimising QCD (quality, costs, delivery times), purchasing must respond to the challenges of reducing greenhouse gas emissions and adopting more sustainable practices. Would you like to structure and implement a decarbonisation approach to purchasing that is tailored to your organisation? Discover the training programme Decarbonisation strategy for purchasing: issues and implementation.
"ORSYS training helped us to structure our approach". Purchasing Manager, Industry.
"What we thought was a cost has become a lever for innovation. Purchasing manager, food industry.
Best practice in decarbonising procurement
Aligning decarbonisation levers with corporate strategy
- Bringing together senior management, purchasing and CSR to define common carbon targets
- Integrate these objectives into business roadmaps and investment decisions
Involving suppliers from the outset
It's no longer just a matter of prescribing, but of engaging in dialogue, sharing carbon objectives and co-constructing appropriate solutions.
Carrefour, for example, works with its suppliers to reduce the footprint of its products: adjusting recipes, origin of raw materials, production methods... Each lever is explored together.
Working as part of a group: supply chain, buying groups, etc.
Decarbonising effectively often requires collective intelligence. In the Arve Valley (Haute-Savoie), a number of SMEs in the mechanical engineering sector have joined forces to share carbon data, pool diagnostics and take joint action, particularly on energy sobriety and raw materials purchases. These industry dynamics enable us to move forward faster, together.
Start with "quick wins" (actions that have an impact and can be implemented quickly and are generally inexpensive)
- Reducing unnecessary packaging
- Optimising flows
- Reusing equipment rather than buying new
- Optimising energy efficiency
Set up reliable centralised reporting
To steer the approach, the data needs to be consolidated and comparable. Ideally, reporting should be automated, shared between purchasing, CSR and finance, and updated regularly.
Assessing progress using tangible indicators
What indicators should be monitored?
- Carbon footprint by purchasing family or supplier
- % of purchases made with committed suppliers
- Reducing emissions on key projects
- Number of contracts including an environmental criterion
- Percentage of circular, local and eco-designed purchases
- Evolution of full cost including environmental impacts
Decarbonising purchasing: some inspiring examples
Schneider Electric :
- 35 % of greenhouse gas emissions on the supply chain thanks to validated SBTi targets (Science Based Target initiative - an international organisation that validates emission reduction trajectories in line with the objectives of the Paris Agreement).
Result: greater resilience and access to green financing (green bonds, subsidised loans, grants), which help to lower the cost of financing and make them more attractive to investors.
Lafarge, through its partnership with Elyse Energy, captures the CO₂ from its cement plants and converts it into reusable molecules. Some of it is then sold to produce e-methanol, which is used in green chemistry or the food industry (carbonation of soft drinks).
Result: recovery of non-avoidable CO₂, creation of new low-carbon industries and support for industrial carbon neutrality.
Patagonia 87 % of low-carbon materials thanks to a strong commitment to suppliers and a circular strategy.
Result: reduced carbon footprint and increased customer loyalty.
"The company that will survive tomorrow is the one that acts for the planet today. Yvon Chouinard, founder of Patagonia.
✅ Checklist for taking action
| Action | Status |
| Mapping GHG emissions by purchasing item | ☐ |
| Identify suppliers to hire | ☐ |
| Incorporating environmental criteria into calls for tender | ☐ |
| Training buyers in responsible purchasing | ☐ |
| Involving the business divisions | ☐ |
| Defining carbon KPIs | ☐ |
| Activating the levers of decarbonisation | ☐ |
In conclusion, decarbonising purchasing is not a constraint but a strategic opportunity. With a clear method, appropriate tools and mobilised teams, it is an opportunity to create value, strengthen resilience and meet the expectations of tomorrow.
