Green Procurement Playbook 2025

Building block 5 Supplier engagement I II III IV Focus area Compliance driver Risk manager Value creator Sustainability leader Supplier segmentation and prioritization— No segmentation: all suppliers are treated equally regar dless of impact or maturity . — No formal mapping of supplier sustainability risks or contributions. — Engagement decisions are reactive and based on cost or availability . — Limited visibility into which suppliers matter most for envir onmental performance.— Suppliers are segmented informally based on perceived sustainability risks or criticality . — Some efforts focus on high-risk or high-spend suppliers, but criteria are inconsistent. — Limited use of structur ed tools to assess emissions impact or maturity . — Prioritization is largely static, with little ability to adapt to supplier progress.— Supplier base is segmented using clear criteria (e.g. emissions, maturity , strategic importance). — Prioritized suppliers receive tailor ed levels of engagement, based on their segment. — Criteria and segmentation are updated periodically , based on new data or performance. — Segmentation informs inter nal resour ce allocation and guides supplier strategy .— Dynamic segmentation model links supplier maturity and impact to custom engagement pathways. — Strategic suppliers co- develop roadmaps; transactional suppliers are supported at scale. — Segmentation integrates inter nal business priorities (e.g. product decarbonization, category strategy). — Segmentation data is embedded in dashboar ds and used in performance reviews. — Sustainability expectations are generic, passive and communicated one-way (e.g. code of conduct). — No formal process for engaging suppliers on sustainability topics. — Contact points are unclear; follow-up is rare or reactive. — No mechanisms in place to captur e or act on supplier feedback.— Supplier communication includes some sustainability updates, mainly during contract onboar ding. — Expectations may be included in RFPs or scor ecar ds, but not discussed regularly . — Top suppliers may receive one-of f communication or questionnair es on envir onmental topics. — Ad hoc forums or surveys are used for limited feedback.— Clear sustainability expectations, targets and timelines are shar ed with suppliers. — Dedicated points of contact exist on both sides (e.g. supplier sustainability champions). — Engagement includes regular business reviews with sustainability updates. — Feedback is gather ed systematically to impr ove programmes and identify collaboration areas.— Engagement is proactive, two-way and embedded in supplier relationship management routines. — Strategic suppliers participate in joint planning, quarterly reviews and innovation sessions. — Buyer -supplier forums, sustainability summits and peer -lear ning platforms foster shar ed learning. — Communications are tailor ed to supplier segments, maturity levels and regional contexts.Supplier engagement and communication — Sustainability is the supplier’ s responsibility; buyer provides little to no support. — No tools, training or incentives offered to help suppliers impr ove. — Focus remains on compliance with minimum standar ds, not progress or capability building. — Buyers lack inter nal resour ces to guide or assist suppliers.— Select suppliers receive training or materials (e.g. toolkits, policy documents). — Efforts are mostly limited to top-tier suppliers or high-risk categories. — Capability-building is offered reactively or through third-party channels. — Support is not embedded into broader supplier programmes or incentives.— Tailored support is provided to suppliers based on their segmentation (e.g. webinars, toolkits, 1:1 coaching). — Buyers invest in supplier training, resour ce guides or knowledge-sharing platforms. — Joint innovation or co- investment opportunities begin with key partners. — Clear link between supplier enablement and category/ sustainability strategies.— Supplier support is formalized and strategic: includes co-investment, R&D partnerships and financing tools. — Supplier enablement programmes scale up through regional training hubs or digital platforms. — Leading suppliers are engaged in pilot programmes to co-develop low-carbon or circular solutions. — Support is framed as a shar ed journey: empowering suppliers to succeed and scale up their sustainability efforts.Supplier support and enablement Green Procurement Playbook: The CPO’s Guide to Delivering Value for Business and Planet 14