For many organizations, delivering ESG ambitions increasingly depends on the procurement function. Yet ESG often remains adjacent to procurement rather than embedded within it, creating inefficiencies, duplicated effort, increased risk exposure and missed opportunities to unlock value through supplier collaboration. The cost of waiting is therefore not a future compliance cost, but one that may already be incurred today through rework, repeated assessments, lost opportunities and less favorable financing terms. This article explores why procurement is pivotal to ESG delivery, where the cost of inaction arises, and how organizations can take practical steps to embed ESG into procurement activities.
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