Sustainable supply chain work built by someone who has designed supply chains — so your Scope 3 ambition becomes a program procurement can run, not a promise it quietly rejects.
It's the most common failure we see: a Scope 3 target set by people who don't run the supply chain, handed to a procurement team without the data, processes, or systems to deliver it. So it gets rejected, ignored, and missed — while everyone insists it's handled.
A few supplier questionnaires and certifications create the appearance of a sustainable supply chain — not the reality of one.
Set in a department with no influence over purchasing, and no realistic path to being executed.
The real footprint hides deeper in the chain — and it's easier to pretend it isn't there.
Built by someone who has run supply chains — not just measured them.
Most sustainable-supply-chain work is sustainability framing bolted onto a spreadsheet. This isn't. Keith was a strategy & operations manager at Deloitte focused on logistics and supply chain — so the work fits how procurement actually operates.
Clients have come back to hire New Day for supply-chain work that has nothing to do with sustainability — "while you're here, can you redesign our processes?" That only happens when the operational credibility is real.
The whole architecture, built to fit how your purchasing function actually works.
Sustainability baked into the buying process, not bolted on beside it.
Where your footprint really sits — so effort goes to the suppliers and categories that matter.
Questionnaires, relationships and processes for the vendors that actually move the number.
Goals grounded in what the supply chain can deliver — not aspirations procurement will reject.
The right tools selected and introduced gradually, so capacity is built, not overwhelmed.
Hotspot dashboards, and eco-design tools that model the CO₂ impact of ingredient and material swaps.
A real plan for getting and using the data — so the numbers hold up under scrutiny.
Dashboards that show where your supply-chain footprint actually concentrates, plus eco-design tools where you swap an ingredient or material and watch the carbon intensity change. Real data, real decisions.
For some companies, most of the footprint is Scope 3 — which means the supply chain isn't the problem, it's the opportunity.
When you have real ingredient- and material-level data, you can show customers exactly how to reduce their own footprint — the evidence they need, that almost no one else can give them.
Real clarity about your chain lets you drive change across your industry — and compete as the credible link everyone else is only gesturing at.
Targets or supplier pledges are on the record, and someone has to make them real.
FMCG, food & beverage, retail, manufacturing, construction — where Scope 3 is most of the total.
Assessors or investors have pointed at supplier impact as a weakness to fix.
Your buyers want credible supplier information — and "we're working on it" is wearing thin.
Let's make it real. A short, no-pressure call — we'll find where the gap is between the target and the operations, and how to close it.
Book an intro call →