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Sustainability isn’t enough. Suppliers need to meet quality, consistency, and price. That’s the baseline. Sustainability tips the scale after that. At Without, we don’t just chase “green.” We ask: does this create real systemic change? Can it make low-income communities better off? Can it hold up under scrutiny? Sustainability has to be pragmatic. And personal. Otherwise, it’s just a tagline.

Begin with open dialogue—share your sustainability goals and why they matter. Educate suppliers on the benefits of eco-friendly practices, like cost efficiency and stronger partnerships. Offer support or resources to help them transition. Set clear expectations in contracts and monitor progress regularly. If alignment isn’t possible, explore alternative suppliers who share your values. Staying true to your sustainability vision strengthens your brand and builds a responsible supply chain—one that reflects your commitment to a better future.

When my suppliers aren’t aligned with our sustainability values, I start by looking inward—what do we truly stand for? Whether it's cutting GHG emissions, improving circularity, or upholding ethical labor practices, I clearly define our non-negotiables. This clarity helps me identify the gaps and communicate expectations with precision. It’s not about imposing our standards—it’s about initiating a dialogue based on shared goals. I believe change starts with alignment on values, and I’m always ready to support suppliers on that journey through capacity building, incentive programs, or co-developing roadmaps. Because a sustainable supply chain doesn’t happen by accident—it’s built intentionally.

Before initiating any changes, it's crucial to assess your own sustainability values and goals by identifying specific practices you prioritize, such as energy efficiency through LED lighting or solar power, reducing waste via recycling and composting, sourcing materials locally and ethically, conserving water with smart systems, tracking and minimizing your carbon footprint, engaging with the community for broader impact, and adopting circular economy principles that focus on long-term resource use and product lifecycle thinking.

First, I would clearly communicate our sustainability standards and why they matter to the business. I’d then engage the suppliers directly, assess their current practices, and offer guidance or incentives to help them align. If progress isn't made within a reasonable timeframe, I’d proactively seek alternative suppliers who share our commitment, ensuring our supply chain supports our values without compromising project goals.

Initiate an open dialogue with your suppliers about your sustainability concerns by clearly communicating your values and goals in a constructive and collaborative manner, focusing on shared benefits such as long-term cost savings, regulatory compliance, and brand reputation—this approach encourages transparency, fosters mutual understanding, and can lead to innovative solutions that align both parties with more sustainable practices.

When I encounter misalignment with suppliers on sustainability, I don’t start with ultimatums—I start with conversations. I open the door for honest dialogue, making it clear that this isn’t just a compliance issue, it’s a shared opportunity. I explain our sustainability vision, but more importantly, I ask about theirs. What are their challenges? What support do they need to evolve? I’ve found that when you lead with empathy and collaboration, rather than demands, you create space for meaningful change. The goal is progress, not perfection—and we can only move forward if we move together.

Initiate an open dialogue with your suppliers by clearly communicating your sustainability values and long-term goals, emphasizing collaboration over compliance. Share the specific practices you prioritize—such as carbon reduction, ethical labor, or circular design—and invite them to share their own sustainability efforts and challenges. This two-way conversation builds trust, uncovers alignment opportunities, and lays the foundation for co-developing solutions that benefit both your business and the planet.

Open dialogue with suppliers and all external providers is a crucial part to smooth transition to your sustainability strategy. With discussions, insights, even knowledge transfer will be great to facilitate suppliers compliance with what will help you to achieve sustainability objectives and further accelerate the sustainable business model .

I share my goals and concerns, but also take time to understand their practices and challenges. It's important to listen actively and approach the dialogue with empathy. By creating a space for mutual understanding, we can explore solutions together and find common ground to move forward sustainably, rather than enforcing change without collaboration.

Once you've established a dialogue, it's time to set clear sustainability expectations by outlining specific criteria such as environmental certifications, ethical labor practices, material sourcing standards, and emissions targets—ensuring these expectations are measurable, time-bound, and integrated into contracts or agreements to promote accountability and long-term alignment.

Obviously, the company with strict sustainable supply chains will help others to align with its sustainability objectives which will be their own objectives by other means within the global goals, so that, collaborating to remove sustainability compliance obstacles will clarify the planned expectations for both sides of supply chain internally and externally

After building an open, collaborative dialogue with suppliers, the next step is to set clear expectations. Ambiguity is the enemy of progress, so I establish specific, measurable sustainability criteria—whether it's emissions thresholds, waste reduction targets, ethical sourcing requirements, or energy efficiency benchmarks. I make sure these expectations are not only aligned with our core values but also achievable and grounded in reality. Just as important, I don’t leave suppliers to figure it out alone. I offer toolkits, training, or even pilot project opportunities to help them adapt. When expectations are clear and support is real, change becomes possible—and scalable.

Once you've established a dialogue, it's time to set clear sustainability expectations by outlining specific, measurable standards that align with your values—such as emissions targets, material sourcing guidelines, labor practices, and reporting requirements. Provide a framework or code of conduct to ensure consistency, and offer support to help suppliers meet these goals. Clear expectations create accountability and signal your commitment to long-term, values-driven partnerships.

Once I've opened the dialogue with my suppliers, I focus on setting clear, measurable sustainability expectations. I create realistic and achievable guidelines that outline the standards I expect them to meet. These standards act as a roadmap for success. Alongside this, I make sure to offer support and resources where possible to help them transition smoothly to more sustainable practices. It's important to collaborate and ensure that they feel equipped and motivated to meet these goals.

To address misalignment with my suppliers, I prioritize monitoring progress closely. I establish a system for tracking and reporting on key sustainability metrics, whether through regular check-ins, audits, or using technology to gather data. Transparency is crucial—both my team and the suppliers should have access to this information to build trust and encourage continuous improvement. By staying engaged and holding both sides accountable, we can ensure long-term alignment with our sustainability goals.

Monitoring progress is a critical step in ensuring that your suppliers are aligning with your sustainability goals by implementing regular audits, requesting sustainability reports, tracking key performance indicators, and maintaining open lines of communication—this not only helps identify areas for improvement but also reinforces a culture of continuous accountability and shared commitment.

Regular performance reviews: Quarterly scorecards: Rate suppliers on compliance with sustainability criteria (e.g., 1–10 scale for environmental practices, social responsibility, governance). Share scores publicly with suppliers to highlight gaps. Annual sustainability reports: Require suppliers to submit detailed reports on progress (e.g., energy usage, water efficiency, ethical sourcing data). Use standardized templates to ensure comparability. On-site and remote audits: For high-risk suppliers, conduct unannounced audits (or third-party certifications like B Corp, SA8000) to verify claims. For low-risk suppliers, start with self-assessment surveys and spot checks.

Once expectations are in place, I shift focus to monitoring progress—because what gets measured, gets managed. I implement a system to track key sustainability metrics across the supply chain, whether it's carbon intensity, waste reduction, or compliance with ethical sourcing standards. This includes scheduled audits, quarterly check-ins, and leveraging digital tools for real-time visibility. But it’s not just about oversight—it’s about transparency and trust. I ensure suppliers have access to the data too, so we can learn, adjust, and grow together. Sustainability isn’t a one-off checklist—it’s a continuous journey we take side by side.

Transparency is the core principle of sustainability monitoring for any side or part of supply chain and between businesses interactions. The systematic monitoring process will ensure alignment beyond self declaration to achieve quality data and ensure the accountability of any parts in the company supply chain. Monitoring policies and procedures must be one of the clear objectives for all interested parties involved within the company business model interactions

If a supplier isn't able or willing to meet my sustainability standards, I consider exploring alternative partnerships. This doesn’t mean abruptly ending the relationship, but rather researching and engaging with suppliers who align with my values. During this transition, I keep communication open with my current suppliers, as they may choose to make changes once they realize my commitment to sustainability. It's important to maintain a collaborative approach while making sure my sustainability goals are met.

If a supplier is unable or unwilling to meet your sustainability standards, it may be necessary to explore alternative partnerships with vendors who demonstrate a stronger commitment to environmental and ethical practices—ensuring your supply chain reflects your values while minimizing reputational and operational risks.

When suppliers aren’t aligned with our sustainability values, we tackle it in three steps: first, we should communicate our standards and deadlines and clarify that alignment isn’t optional. Then we start mapping alternatives, focusing first on key suppliers, so we’re ready if a transition becomes necessary. Finally, we stay close to the process: if there’s willingness but a lack of means, we invest time educating and supporting those suppliers. This isn’t just about replacing partners, it’s about building a more conscious, capable supply chain.

If a supplier consistently falls short of our sustainability standards despite open dialogue and support, I begin to explore alternatives. This isn’t about burning bridges—it’s about upholding our values while keeping the door open for change. I start by identifying and vetting new suppliers who are already aligned with our sustainability visionthose who see environmental and social responsibility not as a burden, but as a strategic advantage. During this transition, I continue to communicate transparently with the original supplier. Often, seeing that you're actively considering alternatives sends a strong signal and may prompt a change in mindset. It’s about setting the tonesustainability isn’t negotiable it’s a core business requirement.

Actually, the transition to sustainable business models for all parts in the company supply chain is not easy to achieve, which is need collaboration and contributions from each party to facilitate this transition. But the company critical requirements of sustainable practices are necessary to ensure suppliers understand how the company operates and what it is goals, which will help other to follow to sustain their business continuity. But for unwilling to align with it we have to clarify and communicate in manner that help them understand the holistic sustainability practices that are essential to success in working together

Finally, consider broadening your collaborative efforts beyond individual supplier relationships by engaging in industry coalitions, sustainability networks, and cross-sector partnerships—this collective approach amplifies impact, drives innovation, and fosters systemic change that supports long-term environmental and social goals across the value chain.

Addressing misalignment between suppliers and sustainability values is a serious challenge, but also a great opportunity to improve both impact and accountability. You have to assess the gaps, Communicate expectations clearly, Collaborate on Improvement is very important and you have to Establish Accountability. It’s about creating a supply chain that reflects your commitment to sustainability—not just in words but in measurable actions. Leading by example and encouraging partners to rise to the challenge is part of being a responsible business.