Nature isn’t an ESG goal—it’s a supply chain crisis.

Nature-related risks are hitting the balance sheet, and they almost always start in the supply chain. Integrating nature intelligence into procurement isn’t about being "green." It’s about making sure your business can actually function in a fragile ecosystem.

The real buzzword at FutureChain 2026 was resilience. Specifically, how do you protect security of supply and keep costs under control when the environment is failing?

What is the biggest nature risk on your radar?

During our workshop at the conference, we saw a massive shift in how leaders view environmental threats. While price shocks are the current headache, the fear over security of supply is what’s keeping people up at night.

• Right now: Only 16% of attendees (9/55) see security of supply as their top nature risk.
• The 5-year outlook: That number more than doubles. It is predicted to be the #1 threat to business continuity.

Efficiency is nothing without resilience.

One of the sharpest insights from the workshop was that "efficiencies without resilience are just fragile." For most, nature risks—like water scarcity or failing soil—aren't abstract goals. They are "business-as-usual" threats.

• Security of Supply: This is the base of the procurement hierarchy. If you can’t get the product, your cost-savings and margins don't matter.
• Pricing Volatility: Degrading nature leads to erratic pricing. When soil health fails, you’re looking at a 10% to 50% drop in crop production, which hits the market immediately.
• The Complexity Problem: Some product lines involve 29 different companies across 18 countries. That level of fragmentation hides massive risks that most companies aren't even tracking yet.

What does a "best-in-class" assessment actually look like?

Forget high-level averages. To be useful, an assessment needs to be location-specific and defensible. It has to translate "ecology" into "operations."

Your assessment should answer three things:

1. Where are you dependent? How do your commodities rely on things like water availability or soil quality? This identifies your actual vulnerabilities.
2. What is your impact? You need a dual-lens: how much water or land are you using, and what is the actual state of the nature in that specific spot?
3. What is the financial hit? Quantify the physical and transition risks so you can stop guessing and start prioritising.

Three steps: Measure, Report, Act.

We recommend a straightforward approach to get this into your strategy:

• Measure: Start with high-impact commodities like soy, cocoa, or palm oil. Map the dependencies.
• Report: Build disclosures that are actually audit-ready (aligned with TNFD and CSRD) so your supplier engagement is backed by hard data.
• Act: Move from "just-in-time" to "just-in-case." This might mean building stock or diversifying where you source from to protect against volatility.

How procurement can actually drive resilience

In our workshop, we identified a few specific "levers" procurement teams can pull right now:

• Long-Term Contracts: This was the most popular idea. It gives farmers the financial security to invest in regenerative practices, moving away from the "race to the bottom" on short-term pricing.
• Regenerative Premiums: Pay more for nutrient-dense or responsibly sourced products to create a clear demand signal.
• Direct Engagement: Stop hiding behind middlemen. Talk to the cooperatives and producers directly to co-design projects and share the risk.
• AI-Assisted Planning: Use data to run scenario planning. It shouldn't replace your buyers, but it should give them the capacity to see how a material risk will eventually hit the P&L.

Is your supply chain ready for a nature-resilient future? Let’s talk.