Show them cost vs applicability vs long term benefits perspective so that their long term sustenance in market is aligned rather than following the traditional methodology which might be cost effective but not key risks mapped.

Collaborating with suppliers is necessary to educate them about your sustainability requirements and ESG in general. The resistance mainly stems in the lack of knowledge, expertise or resources. When you have a long standing relationship with suppliers, you can host supplier capacity building programs. Provide them tools, guidelines and training and even assist them through advisory. From my early years in sustainable built environment experience almost 2 decades back, I saw a great success through a bit of hand holding of suppliers. It was the first time suppliers were asked to submit certain evidences and documents. And evenif they already had those products or data available they didn't know where to find them or how to identify.

Keep in mind that to build a behavioral transition in your supply chain, you first need to set an example by showing what you are doing to promote responsible production. Create opportunities for dialogue, such as workshops, symposiums and events where you can present your actions and what expectations you have from your suppliers. The areas that have the most contact with suppliers, such as sales and finance, need to be involved in designing this strategy.

It is quite natural to get push back usually from mid/small size suppliers on sustainability. It happens on two counts a) knowledge and skill paucity b) additional cost vs return. The most effective catalyst to remove the resistance is creating awareness about industry trends, prospective frameworks/legislations, strengthening their compliance, new business opportunities and your sourcing policy related to sustainable sourcing. It is equally important to do hand holding i.e. how to implement sustainable mfg./processing and invite them to the sustainability platforms and workshops. Above all, it will be good to develop business case on some sustainability initiatives. It's time & efforts investment, eventually it works.

To convince suppliers to adopt sustainable practices, shift the conversation from compliance to mutual benefit. Show how integrating sustainability into their operations can open doors to new markets, enhance their reputation, and build long-term partnerships. By positioning sustainability as a competitive advantage, rather than an added burden, you align their business interests with your values. Additionally, co-developing sustainability goals with them fosters a sense of shared responsibility, making it more likely they'll embrace eco-friendly sourcing as part of their growth strategy rather than seeing it as a concession.

These 3 strategies can be beneficial: - Offer suppliers incentives like long-term contracts or access to training and resources that help them transition to sustainable practices, emphasizing mutual growth. - Establish realistic sustainability benchmarks, allowing suppliers time to adjust, while providing support through technology, capacity building, and best practices sharing. - Demonstrate the financial and reputational benefits of sustainable sourcing, such as reduced risk, cost efficiencies, and enhanced market competitiveness

In my experience, taking a strategic, collaborative approach has been key to addressing sustainable sourcing with partners. Successful practices include: 1.Aligning on shared values and goals: Framing sustainability as a mutual long-term gain, both environmentally and economically, helps address suppliers’ reservations and tailor solutions that align with their business interests, such as cost savings and brand reputation. 2.Providing incentives: Offering partners incentives like extended contracts. 3.Supporting and educating: Providing resources, technical support, and workshops helps partners overcome implementation challenges and recognize the value of sustainable practices.