For most businesses, Scope 3 emissions represent between 70 and 90 percent of their total carbon footprint. Yet despite this overwhelming share, Scope 3 remains the most neglected, misunderstood, and inconsistently reported aspect of carbon management.
While organisations have made real progress measuring their direct emissions (Scope 1) and purchased energy (Scope 2), Scope 3 continues to sit on the sidelines. Covering everything from purchased goods and services to business travel, waste, and the use of sold products, it is often treated as an afterthought.
This is not just a reporting gap. It is a structural blind spot that undermines the credibility of sustainability claims and limits the ability to deliver meaningful decarbonisation.
Why Scope 3 is still a blind spot
Scope 3 remains difficult not because organisations do not care, but because several challenges compound each other.
The scale problem
Scope 3 often spans hundreds or thousands of suppliers. Comprehensive data collection can feel unrealistic, particularly for organisations with complex or global value chains. As a result, many default to high-level estimates or exclude categories altogether, creating a misleading sense of progress.
The boundary problem
Unlike Scope 1 and 2, Scope 3 emissions sit outside direct operational control. They occur in supplier facilities, during product use, or at end of life. Accountability is less clear, influence is indirect, and engagement requires collaboration rather than enforcement.
The data problem
Most suppliers, especially SMEs, do not have carbon data readily available. When data does exist, formats and methodologies vary widely. The result is a fragmented mix of estimates, assumptions, and gaps that is difficult to interpret or trust.
The priority problem
Scope 3 is frequently treated as a compliance exercise rather than a strategic lever. Data is collected to meet reporting deadlines, then filed away. It is rarely used to inform procurement decisions, manage risk, or shape reduction strategies.
The complexity problem
The GHG Protocol defines 15 Scope 3 categories, each with different relevance depending on sector and business model. For many teams, the sheer breadth creates paralysis. Not knowing where to start becomes a reason not to start at all.
The consequences are increasingly visible. Organisations announce net zero commitments while ignoring the majority of their footprint. Procurement teams make decisions without carbon visibility. Stakeholders begin to question the credibility of sustainability reporting.
In 2026, as CSRD, UK SRS, and supply chain due diligence expectations tighten, this blind spot is no longer just a credibility issue. It is becoming a material business risk.
Why Scope 3 stays difficult
Even when organisations acknowledge the importance of Scope 3, progress can still feel slow.
It crosses organisational boundaries
Scope 3 emissions occur in places you do not own and processes you do not control. Unlike Scope 1 and 2, you cannot solve the problem alone. Progress depends on relationships, influence, and collaboration, which require different capabilities and longer timeframes.
It depends on supplier participation
Most suppliers are not set up for carbon reporting. Requests can be confusing, time-consuming, or perceived as low-value. Even well-intentioned suppliers may struggle to respond without guidance or support.
It is managed as reporting, not operations
When Scope 3 is treated as an annual reporting task, its value is limited. The real opportunity lies in using Scope 3 insights to guide procurement, identify hotspots, and manage supply chain risk. Without that connection, engagement quickly becomes a burden.
What good Scope 3 looks like
Effective Scope 3 management is not about perfection. It is about progress and clarity.
Good Scope 3 programmes typically share a few characteristics:
- They focus on the categories that matter most
- Assumptions are explicit and explainable
- There is a clear plan to improve data quality over time
- Progress is visible year on year
Start with the top tier
Trying to engage every supplier at once is a common mistake.
A more practical approach is to segment suppliers by impact and influence:
- Tier A: high impact suppliers
- Tier B: medium impact suppliers
- Tier C: long tail
Start with a small, meaningful pilot. Learn what works. Then expand deliberately.
Moving from estimates to better inputs
Improvement usually follows a predictable path:
- Establish a credible estimated baseline
- Standardise supplier requests and definitions
- Make it easy for SMEs to respond
- Build a feedback loop that encourages improvement
Estimates are not a failure. They are often the foundation for better data.
The hidden value of Scope 3
When done well, Scope 3 delivers value beyond reporting.
It supports:
- Better procurement decisions
- Clearer visibility of operational and supplier risk
- More targeted and practical decarbonisation actions
Over time, this shifts sustainability from obligation to capability.
Common mistakes
- Asking for too much, too soon
- Using unclear or technical language
- Offering no guidance or support
- Treating supplier engagement as enforcement rather than collaboration
These approaches reduce participation and damage trust.
What to do next
To move forward pragmatically:
- Identify your priority Scope 3 categories
- Select a small group of suppliers to pilot with
- Create clear, plain-English guidance
- Establish a regular engagement and update cadence
Scope 3 becomes manageable when it is treated as a workflow, not a scramble.
How TrackZero solves the Scope 3 challenge
The challenges of scale, boundaries, data quality, and supplier engagement are real, but they are not insurmountable. They require the right approach and the right tools.
TrackZero is designed to make Scope 3 engagement practical and scalable. Instead of relying on one-off questionnaires or demanding perfect data from day one, TrackZero supports a collaborative model that works for both enterprises and SMEs.
With TrackZero, you can:
- Make it easy for suppliers
Suppliers use intuitive tools designed for SMEs, with clear guidance and support built in. - Standardise data collection
Consistent methodologies and formats make aggregation meaningful and defensible. - Create a feedback loop
Suppliers can see progress, understand their impact, and identify improvement opportunities. - Scale systematically
Start with Tier A suppliers and expand over time without increasing administrative burden. - Connect data to decisions
Scope 3 insights feed directly into procurement, risk management, and reduction planning.
Scope 3 does not have to remain a blind spot. With the right approach and the right platform, it becomes a source of insight, resilience, and competitive advantage.
