Time and time again, I find myself in conversations that follow a familiar pattern. Sustainability leads explain how logistics has slipped down the priority list. Logistics managers, meanwhile, admit that decarbonisation simply isn’t on their radar.
That’s not a coincidence. It’s a signal.
It tells us that while many organisations have embraced sustainability at the strategic level, the practical integration into everyday operational teams especially logistics, remains uneven, inconsistent, and often superficial.
The Strategy v Reality Gap
Sustainability teams are often small, strategic units focused on setting ambitions, shaping policy, and reporting progress. But the operational levers, the day-to-day decisions that determine emissions, sit elsewhere. Logistics, procurement, finance, planning… all with their own KPIs, pressures, and languages.
If sustainability is treated as an external layer rather than a shared operational goal, it’s no surprise that some teams don’t see themselves in the picture.
Generic Messages Don’t Land
Many strategies are rolled out with broad, well-intentioned language: “decarbonise operations,” “reduce Scope 3 emissions,” “embed sustainability.” But that language doesn’t always translate.
- Logistics managers aren’t hearing “optimise routes,” “shift modes,” or “design efficient networks.”
- Procurement isn’t being given carbon reporting baked into sourcing frameworks.
- Finance isn’t shown how carbon exposure links to cost and risk.
When teams can’t see their role clearly, they default to business as usual.
Training and KPIs Must Be Relevant
Corporate sustainability training is often too generic to equip teams with actionable tools. Similarly, high-level net-zero KPIs rarely trickle down to operational dashboards.
If logistics teams are measured on cost and delivery speed alone, why would they make different decisions? Real progress requires embedding sustainability KPIs that are relevant to each team and providing training that connects to their daily responsibilities.
Language Shapes Engagement
In some operational contexts, the word “sustainability” can alienate rather than inspire. But reframing can unlock collaboration:
- For logistics: talk about efficiency, resilience, and reliability.
- For procurement: focus on cost, risk, and innovation.
- For finance: frame carbon as a business metric, not a moral one.
Different teams speak different operational languages and successful strategies meet them where they are.
Service Providers Need to Step Up
In logistics, greener options are too often treated as an “extra service.” But it shouldn’t be exceptional for providers to regularly present a viable option B whether that’s alternative fuels, consolidated shipments, or low-carbon routes. That expectation needs to be hardwired into procurement processes, SLAs, and partnerships.
Collaboration is the Accelerator
Sustainability leads can’t reshape ways of working in isolation. Progress happens when logistics, procurement, sustainability, finance, and service providers sit around the same table, align on shared goals, and co-own the journey.
This is where the real work lies in 2026 and beyond. Not just in setting net zero targets, but in reshaping how teams work, speak, and measure success together.
Because in the end, no one wins in silos.
Kelly Hobson, MD Shape Tomorrow