High-Impact Moves for a Sustainable Supply Chain 17
Attitudes toward sustainability
19%
22%
Sustainability remains an evolving priority for supply chain leaders in 2026, according to Blue Yonder's latest Supply Chain Compass research.
5 – Strongly Agree
4
34%
47%
3
2
33%
27%
1
10% There is an onus on supply chain operators to help solve problems like inflation and climate change
6%
Why Carbon Reduction? Historically, the earth’s natural systems balanced the amount of carbon in the atmosphere on their own. But industrialization threw that o, putting too much carbon in the atmosphere and driving climate change. All living things store carbon. But when they die, the carbon they store is released. When companies like Interface use bio- based products, the carbon in those materials doesn’t re-enter the atmosphere. When a product stores more carbon than its creation emits, the product is carbon negative. Interface, for instance, stores carbon in its products by replacing higher footprint raw materials with low-carbon and carbon-storing alternatives.
We are actively working to reduce our supply chain’s environmental impact
Source: Blue Yonder
16 Integrate Vertically Vertical integration is a strategic advantage and makes systemic change operationally possible. “Second Life works at scale because we own the recycling, the spinning, and the weaving, and because we have decades of experience in what good quality yarn required for durable denim means,” Dikmen says. 17 Embed Sustainability into Operations and Partnerships Integrating sustainability initiatives into core operations is critical. At Interface, steps such as working collaboratively with suppliers to accelerate innovation are embedded into product design, sourcing decisions, and manufacturing strategy. They’re not side initiatives, Minne says. In its annual report, Interface says its sustainability goals are “a brand- enhancing, competitive strength.” Over the past three years, sales have increased by about 10%, and over the past ve years, Interface stock has risen more than the NASDAQ Composite, as well as more than many of its industry peers. Achieving a sustainable supply chain is a resilience and operations priority. Implementing these high-impact moves enhances resilience, reduces emissions, and drives long-term nancial bene ts.
recycled feedstock available for Soorty’s own production, as well as for other mills and spinners. “The impact extends beyond our own supply chain,” Dikmen says. Second Life demonstrates that post- consumer textile waste can be recovered, processed, and spun into high-quality into Products Product design in uences materials, durability, packaging, manufacturing intensity, transport needs, and end- of-life outcomes, Linich says. Design decisions, from material selection to product functionality, can determine up to 80% of a product’s life cycle environmental impact, nds the PwC decarbonation report. A recent survey by NYU Stern nds that consumer packaged goods products marketed as sustainable enjoy a ve-year compound annual growth rate of 10.9%, compared to 2.2% for conventionally marketed products. 15 Shift Modes Moving freight from air to ocean, or truck to rail, on qualifying lanes can meaningfully cut transportation emissions and often reduces costs. denim ber at scale. 14 Design Sustainability Shippers should also factor in emissions performance when selecting carriers.
Source: Interface
creating demand for more sustainable inputs across its supplier network. 13 Consider End-of-Life In 2024, Second Life, Soorty’s traceable denim-to-denim recycling operation, diverted 6.3 million kilograms of post- consumer waste from land lls. The initiative processes up to 54 million garments per year and makes the
26 Inbound Logistics • June 2026
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