When suppliers don’t meet your sustainability goals, the solution lies in shifting from enforcement to collaboration. Establish an innovation-driven ecosystem where suppliers become active participants in solving environmental challenges. Frame sustainability as a shared opportunity rather than a mandate, offering co-development projects that address cost and technological hurdles. This aligns with a vision to drive change through collaboration, as true progress emerges from shared goals and open innovation. By reframing the relationship, you encourage adoption of sustainable practices that are mutually beneficial and transformative.

To realign your business strategy with reluctant suppliers, start by understanding their hesitation, whether it's due to cost concerns, logistical challenges, or lack of awareness. Then, focus on collaboration through open communication and providing resources on sustainable practices. Incentivize change with preferred supplier status, tiered pricing, or joint sustainability programs. If needed, gradually transition to new suppliers who prioritize sustainability. Lead by example, showcasing your own commitment and transparently sharing your progress. Ultimately, frame sustainability as a long-term investment that benefits all parties involved.

First assess your supply chain and identify the suppliers with the most significant environmental and social impact. This is where Michael Porter's shared value framework can deliver value and meaningful impact that is shared by all stakeholders and society. Sustainability metrics used must measurable and translate into real results. This means you must set performance metrics that provide clear, measurable sustainability criteria for suppliers, including timelines for achieving goals. This means partnering with orgs that share impactful practices. This is how to leverage an entire supply chain's collective power to positively influence sustainability practices and results, while continuously improving based on actionable metric data.

Realign by encouraging free discussion with the suppliers as regards the effectual means of emphasizing on sustainability. Optimize the advantages which include, but not limited to, sustainable cost in the long-run, and customer pressure towards environmentally friendly policies. Revelant incentives such as co-investment in green technologies and joint certification programmes. To overcome a resistant supplier I once tried to co-develop a split phased sustainability plan, increasing the supplier’s commitment over time. If alignment fails, find the other firms that feature similar values as you in order to uphold strategy synergy.

My experience is divided into two main parts: manufacturing & non-manufacturing unit operations. While I have never led from the top, I have learned that managing dependencies on cloud suppliers as an ecosystem enabler can be challenging to comprehend. The scratch technology modeling—in IT/non-IT supply chain setup becomes extremely challenging when a startup scales up through me as an operator. The key fulcrum in this context is balancing financials with order book synergies. When building a product without capital, factors like order book, pre & post-money valuation, & break-even analysis are essential for forming financial metrics. In the circular economy and in alignment with SDG goals, recycling plastic waste remains a viable option.

Here are a few thoughts: 🌸Engage with suppliers - to understand their current sustainability practices, concerns, and challenges. 🌸Share your vision - by clearly communicating your sustainability goals and explain the business benefits. 🌸Provide training and resources - and access to relevant information to educate suppliers on sustainable practices. 🌸Joint goal setting - to establish achievable sustainability targets and timelines by identifying hotspots in the supply chain to pinpoint areas with the highest environmental impact and focus efforts there through action plans. 🌸Incentivise through preferential pricing or contract terms.Ensure KPIs to monitor supplier progress and hold accountable and regular audits.

Open communication with your suppliers to understand their concerns, challenges, and perspectives on sustainability. This will help identify areas where support or compromise is needed. Explore partnerships with alternative suppliers who are already aligned with your sustainability vision. This creates competition and may encourage existing suppliers to adapt.

When suppliers fail to align with sustainability goals, it’s an opportunity to lead by example and reshape the supply chain ecosystem. Open dialogue is essential to communicate the mutual benefits of sustainability and encourage shared accountability. Introducing clear ESG metrics and offering incentives for compliance can foster gradual alignment. However, when progress stalls, exploring alternative partnerships with eco-conscious suppliers is crucial to maintaining integrity and driving innovation. Sustainability isn't just a goal - it’s a strategic imperative that strengthens business resilience and delivers long-term value for all stakeholders.

When suppliers resist sustainability goals, a strategic realignment is crucial. Begin with open, collaborative discussions to highlight the long-term benefits of sustainability, such as cost savings, market competitiveness, and regulatory readiness. Offer co-investment opportunities in green technologies or phased implementation plans to ease their transition. Introduce performance-based incentives like recognition programs or preferential contracts for eco-friendly suppliers. If resistance persists, consider diversifying your supplier base to include those who align with your values. By fostering partnerships and driving accountability, you can embed sustainability into your supply chain and uphold your organisational goals.