This morning there may already be another delivery truck half-loaded in front of the warehouse, the next tour is on a tight schedule, and a customer on the phone asks for CO2 proof for the order. It is precisely in such moments that it becomes clear thatsustainable supply chainsin Switzerland is not a topic of abstraction, but rather a question ofRoutes, materials, transparency and costs. Anyone who looks at transport, procurement and disposal as an interconnected system quickly notices that efficiency and sustainability often start at the same place.
Switzerland is no longer just looking at its own production. The FOEN describes environmental footprints in such a way that they take into account theoverall environmental impact at home and abroadthat arise from final demand in Switzerland, i.e. taking the entire supply chain into account. For companies, this means in practical terms that material extraction, processing, transport and suppliers are just as relevant as their own hall or fleet.
Why sustainability in the supply chain counts today
A typical morning in a Zurich moving company shows the problem better than any theory. Three trucks set off almost at the same time, each to a different area, the furniture is packed in boxes, and before the first cupboard has arrived, a customer calls and wants to know how the order is to be classified in terms of climate. At the same time, the demands are increasing from business partners who suddenly want to see ESG data and from financial institutions who consider sustainability metrics in their discussions with SMEs.
Three sources of pressure that meet in everyday life
The first driver isRegulation. Since 2024, stricter European due diligence obligations have also affected Swiss companies with headquarters or locations in Germany and at least 1,000 employees, which must implement human rights and environmental obligations in their supply chains, while larger German companies must fulfill reporting obligations on total assets, sales or number of employees. Swiss export practice feels this indirectly because many companies are integrated into cross-border chains. The official classification of this is documented on the federal government's page on supply chain due diligence obligations, with an overview of Swiss references and EU developments.
The second driver isIf a delivery route costs money and causes emissions, the same question is doubly worthwhile, namely how you can drive it less often, fuller and cleaner.. Many customers no longer just want goods, but rather evidence of origin, risks and environmental impact. The Swiss SME SME Study 2022 shows that sustainability and sustainable supply chains have become strategically more important for SMEs, precisely because customers and partners expect reliable information, not just good intentions. Half-empty vehicles, unnecessary trips, unnecessary packaging and poor coordination between the warehouse and route planning increase the effort. Anyone who bundles routes not only saves emissions, but also reduces idle time, coordination effort and disputes over surcharges.wie die Studie auf swiss-export einordnetthe cost curve
Practical rule:When you plan a fleet, first look at costs per kilometer and utilization. The same applies to supply chains, only over more stages. With its resource perspective and theWhat sustainable supply chains really are mean
andSPLIT|||the FOEN looks beyond the factory gates,
.
Environmental Atlas of Supply Chains SwitzerlandUmweltatlas Lieferketten Schweizden Blick über die Werkstore hinaus,wie das BAFU zu Umwelt-Fussabdrücken beschreibtundwie der Umweltatlas die Hotspots entlang der Wertschöpfungskette sichtbar macht.
Sustainable supply chains combine procurement, production, storage and distribution into a process that reduces environmental impacts, treats people fairly and remains economically viable. Anyone who works in practice quickly realizes that it's not just about rules, but also about concrete decisions regarding material, tours and choice of partners.
The bakery as a simple analogy
A supply chain works a little like a neighborhood bakery. The grain supplier, the mill, the oven, the delivery truck and the shop on the ground floor are connected. If a stage wastes energy, plans poorly or works under questionable conditions, it will ultimately be reflected in the price, quality or reliability of the bread. This is exactly how it is with sustainable supply chains.
The three dimensions are quickly explained.Peoplemeans working conditions, safety and social risks.Planetmeans emissions, resource consumption, waste and transport effects.Profitstands for economic efficiency, resilience and clean processes, because a sustainable chain only lasts if it is operational works.
Scope 1, Scope 2 and Scope 3 along the river
Scope 1is what comes directly out of your own truck, your own heater or your own forklift.Scope 2is the purchased energy, i.e. electricity in the Warehouse.Scope 3includes everything that happens outside the factory gates but is triggered by one's own activities, from purchased packaging to upstream transport.
For Swiss companies, this is often where the greatest leverage lies, because procurement, material selection and logistics design shape many emissions. A furniture transporter can see this immediately if the CO2 footprint of the cupboard delivered is larger than that of the vehicle that delivers it.
The SME practice therefore does not have to start with the report, but with the operational decisions. Anyone who carefully selects suppliers, reduces packaging and bundles routes is already working on the supply chain itself. The reporting then follows as proof, not as a replacement for real change.
Scope 3 and the hidden emissions
A Zurich freight forwarder books an order and initially only sees the fuel for his own vehicle. The larger emissions burden often arises earlier, in the goods purchased, suppliers' inputs, transport on feeder routes or in packaging and waste. This is exactly where Scope 3 lies. For many Swiss companies, this area is the part of the chain that is difficult to see, but it is often the most important.
Which categories count for SMEs and transport companies
In everyday life, the relevant topics can be easily narrowed down. Purchased goods and services are almost always included, as are upstream transport and distribution. There are also waste streams, packaging and employee routes. Anyone who organizes furniture transport, a branch delivery or a move quickly realizes what is important, namely not just the quantity of goods, but also trips, utilization and the chosen corridor.
| Comparison of the GHG scopes for a Swiss SME | ||||
|---|---|---|---|---|
| Scope | Definition | Examples in SMEs | Data availability | Leverage effect |
| Scope 1 | Direct emissions from own operations | Own delivery van, heating, forklift truck | mostly good | high, but limited to own operations |
| Scope 2 | Purchased energy | Electricity in the warehouse, energy for operating technology | Mostly good | Medium |
| Scope 3 | Everything off-site, but caused by the business | Packaging, supplier transport, commuting, waste | often incomplete, can be determined step by step | very high |
How to close data gaps without perfectionism
Many companies wait too long because they want complete figures. This often blocks the first step. Supplier questionnaires, simple route analyzes and discussions with shipping companies are often enough to identify the biggest hotspots. The Swiss SME SME study 2022 states that the effect of measures depends on themeasurable ESG requirements, onresilient Transparency dataand onCO2 is just one key figure. Social risks show where people are at risk. Transparency shows whether the other numbers are at all reliable. Without transparency, every CO2 number remains just an estimate with a clean label.systematic integration of suppliers
The most important sustainability metrics at a glance
,
Social risksandLevel of transparencyare the three metrics that appear in every purchasing meeting, but each measure something different. If you separate them cleanly, you can see more quickly where the greatest leverage lies in everyday life, for example when it comes to tours, selecting suppliers or documentation. This is particularly helpful for SMEs because operational decisions are often closer to practice than to abstract ESG reports.Three key figures, three different questionsCO2 footprint
CO2 answers the question of how much a decision impacts the climate. Social risks show whether suppliers place people in problematic conditions. Transparency says whether the data is reliable enough to accurately evaluate the other two values.
Comparison of the three central sustainability metrics
| Metric | |||
|---|---|---|---|
| Informativeness | Data effort | Typical use in SME | CO2 footprint |
| measures environmental impact and efficiency | means, often derived from transport and purchasing data | Tours, packaging, choice of materials | Social risks |
| shows human rights and labor risks | Higher because qualitative assessment is necessary is | Supplier selection, audits, codes | Level of transparency |
| Shows data quality and traceability | Initially moderate, then ongoing | Supplier control, approvals, escalations | Anyone who reduces the CO2 footprint of tours will quickly get started the limit of packaging choice. A clean packaging concept is then the next operational lever, and the page on |
provides suitable orientation. This is often easier to implement in everyday transport than an immediately perfect data depth.umweltfreundlicher VerpackungWhat the Swiss framework requires today
The legal framework is important for Switzerland because operational metrics are based on it. Since January 1, 2022, the articles SPLIT have introduced due diligence and reporting obligations for companies in connection with minerals and metals from conflict areas and child labor. Implementation takes place via the
, which requires a supply chain policy, a management system, traceability, risk assessment and annual reporting for affected companies,For conflict minerals, the regulation expressly mentions., and the obligations apply only if companies import or process these raw materials from conflict and high-risk areas and exceed the quantity thresholds,964j to 964l ORwie die Verordnung in der Schweizer Rechtsquelle beschrieben istVSoTr
. So anyone who only talks about sustainability values ​​without knowing these categories is ignoring the rules.Zinn, Tantal, Wolfram und GoldTin, tantalum, tungsten and goldwie der Leitfaden des OeBU erläutert. Wer also nur über Nachhaltigkeitswerte spricht, ohne diese Kategorien zu kennen, plant am Regelwerk vorbei.
A minimal set of all three key figures is sufficient for operational work. This also includes a simple cost figure, i.e. what the avoided ton of CO2 practically costs. Anyone who applies this logic to packaging or tours can better connect decisions with purchasing and scheduling, for example with a clean packaging process like theSchweizer P2P Beschaffungsprozess, when delivery and release steps are thought of together.
Legal framework for Switzerland
Switzerland does not follow a single large supply chain code, but rather several binding building blocks that work together. For companies, this means that you cannot rely on a single standard and you cannot hope that the rules only affect the big ones. Anyone who is involved in EU or German relations often feels the demands earlier than expected.
What is already binding
The VSoTr has been part of the Swiss reality since 2022. It sets due diligence and reporting obligations for affected companies, and in practice it is important that this does not just mean a report, but rather a system of policy, risk analysis, traceability and annual documentation. The OeBU specialist source also points out that the first report had to be prepared in 2024 after the obligation applied from 2023.was die konkrete Berichtstaktung zeigt.
In parallel, the German legal framework indirectly affects Swiss exporters. Large German buyers require evidence, and the EU is further developing its reporting and due diligence requirements. SECO states that the EU rules should be implemented into national law in 2026 or 2027, while Switzerland will not decide to make any independent adjustments to deforestation-free supply chains for the time being as long as mutual recognition with the EU is not possible. There is also a documented supplier risk analysis and evidence of how climate goals are defined. If you do this cleanly internally, it will be much easier for you to get through audits, tenders and bank discussions.wie auf der SECO-Seite zur Unternehmensnachhaltigkeit dokumentiertThe operational perspective must not get lost in the law. For transport and procurement, route consolidation, transparent route planning and supplier management are the most effective components because they combine the law with everyday life. That's exactly why it's worth not just thinking in terms of compliance folders, but also in terms of schedules, order releases and material flows.
Best practices for procurement and logistics
Operational levers work faster than any reporting. In procurement it starts with clear routines, in logistics it starts with the question of whether a trip really needs to be driven alone. If you think of both together, you will improve costs, reliability and environmental impact at the same time.
Four routines that help immediately
Firstly, you need a
with sustainability criteria so that not only price and delivery time count. Secondly,
helps with critical materials, because a failure would otherwise quickly lead to urgent transport and poor replacement solutions. Thirdly, a written code of conduct should be included as a contractual attachment in every properly managed process. Fourth, annual supplier discussions on CO2 targets are more effective than one-off PowerPoint rounds because they create commitment.
Supplier scorecardcan help if procurement, testing and triggering are organized together. Those who standardize the processes can more easily incorporate sustainability criteria into the decision.Dual sourcingSwiss P2P processThe structure of the approval process is also important for the operational purchasing logic, and this is exactly where a clean
Route consolidation as a logistics leverSchweizer P2P Prozesshelfen, wenn Beschaffung, Prüfung und Auslösung zusammen organisiert sind. Wer die Abläufe standardisiert, kann Nachhaltigkeitskriterien einfacher in die Entscheidung einbauen.
Routenkonsolidierung als Logistikhebel
In logistics, the greatest potential usually lies in theRoute consolidation. This means that partial loads are bundled instead of vehicles setting off half empty. This is particularly relevant for Swiss cities because narrow time windows, scarce parking spaces and short stop chains almost automatically lead to inefficient journeys.
The TIXPI model shows exactly this mechanism as an example. Several shipping companies can combine their routes via one platform, spread fixed costs across more orders and at the same time reduce the number of kilometers driven. If the planning for delivery, furniture transport or disposal is also neatly bundled, a real operational advantage is created instead of just a green label. For specific application scenarios, it's worth taking a look atTIXPI für Spedition und Möbeltransport.
The 7-point checklist for getting started
- Make top suppliers visible.If you know the most important suppliers, you can bundle risks and emissions instead of scattering them.
- Secure critical materials.Dual sourcing prevents hasty reactions and expensive ones Emergency trips.
- Check trips from the last few weeks.Many weaknesses only become visible in the driving data.
- Identify empty kilometers.Where vehicles drive without a load, the fastest lever is usually located.
- Check packaging.Less material often means less volume and better Utilization.
- Speak to suppliers annually.Sustainability becomes reliable if it remains discussed.
- Keep key figures simple.kg CO2e per pallet, per move or per order is often enough as a starting value.
Implementation checklist for SMEs and Transport companies
Many SMEs underestimate how much can be achieved in a week if you don't wait for a perfectly developed sustainability program. The most common mistake is to see sustainability only as a reporting requirement. In reality, most of the impact is determined in the first steps of purchasing and in the scheduling of the vehicles.
One week, seven work steps
- Map your own Scope 3 hotspots.Two to four hours are often enough to make the biggest delivery, packaging and transport drivers visible. Result: a list of the three most important emission or risk areas.
- Assess the top 5 suppliers.With CO2, social risks and transparency as a grid, a usable picture is created in three to five hours. Result: Priority list with traffic light status.
- Evaluate route and load data from the last 30 days.This usually takes two to six hours if the data is clear. Result: two to three corridors with recognizable consolidation potential.
- Check consolidation on identical corridors.Here it is worth comparing with platform or additional load models, such as TIXPI. Result: concrete tours that can be combined.
- Change at least one supplier.Anyone who tests a more sustainable alternative will quickly notice whether quality, price and logistics fit together. Result: a real pilot instead of an abstract plan.
- Train employees.Fuel-saving driving and less packaging do not need a major campaign, but rather a short, clear instruction. Result: a common standard in everyday life.
- Report key figures weekly.Ten minutes are often enough if the numbers remain simple. Result: a visible trend instead of an Excel file with no effect.
A Zurich moving company with six vehicles can use exactly this approach to see where the pressure is. If empty runs become visible, scheduling can plan differently, combine routes and buffer material better. Anyone who also organizes the disposal of furniture and bulky goods neatly combines logistics and circular thinking with just one click onfachgerechte Entsorgung.
What is important:If a team looks at the same three key figures every week, sustainability suddenly becomes a management tool and not just a PDF.
Self-test after 90 days
Your team is still wondering always where the largest emissions are, or is it clearly named?
Are at least two routes or delivery corridors measurably better utilized than at the beginning?
Can a supplier or transport partner specifically show what improvement has resulted from the change?
If you want to practically implement sustainable supply chains for transport, furniture movement or disposal, it is worth taking a look atTIXPI. There you can bundle transports, coordinate processes and reduce distances without you having to organize every detail yourself. This is exactly what suits SMEs, who need sustainability not as a theory, but as a clean process in everyday life.