As the Responsible Supply Chain Conference (RSCC) London approaches, Logistics Manager profiles the experts set to speak at the renowned event.
Organised by Aurora Insights with Logistics Manager, the event will take place at the prestigious 30 Euston Square, London – a Grade II listed events venue in the heart of central London.
From raw material extraction to last-mile delivery, supply chains are being tested by disruption, higher disclosure expectations and growing scrutiny of labour, sourcing and environmental impact.
Organisations that can evidence progress, manage risk in their supplier base and convert sustainability goals into operational execution will be better placed to protect reputation, maintain access to markets and build resilience.
Packed into a singular in-depth day, RSCC focuses on platforming industry experts that tackle these challenges face on, determining whether responsibility is real in practice and how sustainability affects everything from product and packaging design choices, supplier due diligence and assurance, credible emissions reporting and reduction, operational decarbonisation and the operating model required to embed progress.
One of the experts confirmed to speak at the event is Emily Coon, sustainability manager, St Austell Brewery.
Coon leads the delivery of St Austell Brewery long term sustainability strategy across pubs, breweries and supply chains.
Coon began her career in sustainability consultancy supporting food and drink businesses with ESG strategy and reporting.
Working as a team of one, she focuses on turning climate ambition into practical action through collaboration, clear governance and strong supplier partnerships.
Name: Emily Coon
Job Role: Sustainability Manager
Organisation: St Austell Brewery
What do you see as the biggest challenge organisations face when trying to move from sustainability commitments to real implementation across global supply chains?
The biggest challenge is translating ambition into operational reality. Many organisations have strong commitments, but supply chains are complex systems made up of thousands of individual decisions made every day by procurement teams, suppliers and operators.
What often slows progress is that sustainability still sits slightly outside of core commercial decision-making. If it’s not embedded into buying standards, contracts, incentives and supplier relationships, it remains a well-intentioned strategy rather than something that changes behaviour.
The organisations making the most progress are the ones that integrate sustainability into ‘business as usual’ processes; procurement policies, supplier scorecards, product development and even commercial negotiations. When sustainability becomes part of “how we buy” rather than a parallel initiative, implementation starts to accelerate.
How can companies improve the quality and reliability of Scope 3 emissions data while working with large and complex supplier networks?
Scope 3 is challenging because supply chains are fragmented and many suppliers simply don’t yet have the data capability.
The key is to treat [Scope 3] as a journey rather than expecting perfect data immediately. Most organisations start with spend-based estimates and gradually improve the data quality over time. We are no different at St Austell Brewery.
The biggest improvements tend to come from focusing on the suppliers that drive the majority of emissions – typically a relatively small number of large suppliers. Working collaboratively with those partners to gather primary data, share methodologies and build capability together makes a significant difference.
It’s also important to keep the objective in mind. The goal isn’t perfect accounting; it’s understanding where emissions sit in the supply chain so that we can prioritise the most meaningful reduction opportunities.
What practical steps can organisations take to strengthen supplier governance and ensure meaningful human rights due diligence throughout their supply chains?
The most effective approach is moving beyond purely compliance-based models. Supplier codes of conduct and audits are important, but on their own they rarely uncover the most significant risks. Real progress comes from building long-term supplier relationships and creating an environment where issues can be surfaced and addressed. Practical steps include clear supplier standards, risk-based due diligence focusing on higher-risk commodities and geographies, and integrating human rights considerations into procurement processes.
But just as importantly, companies need to create space for open dialogue with suppliers. Many risks sit several tiers down the supply chain, and the only way to address them is through collaboration, transparency and continuous improvement rather than purely policing compliance.
How is the concept of the circular economy evolving within supply chain management, and where are companies making the most tangible progress?
The circular economy conversation has matured significantly over the past few years. Initially much of the focus was on recycling and packaging, but companies are increasingly looking upstream at how materials are sourced, used and valued across their supply chains.
Where we’re seeing tangible progress is in areas where circularity also makes strong commercial sense – reducing food waste, improving packaging systems, recovering by-products and designing products and supply chains to minimise waste in the first place. In hospitality and food systems in particular, some of the biggest opportunities sit in preventing waste before it occurs. When organisations start treating waste as a cost and resource efficiency issue, circular approaches become much easier to implement at scale.
What role do digital technologies and data platforms play in improving traceability, transparency, and accountability across modern supply chains?
Digital tools are becoming increasingly important because supply chains generate huge amounts of data that historically has been difficult to connect and interpret.
Data platforms can help organisations consolidate supplier information, emissions data and traceability information in one place, which makes it much easier to identify risks and opportunities. However, technology is only part of the solution. The real value comes when digital systems support better relationships and decision-making. If suppliers see data reporting purely as an administrative burden, the quality of information will always be limited.
I think the organisations seeing the most success are those that combine digital tools with strong supplier engagement – using data not just for reporting, but to drive shared understanding and collaborative improvement across the supply chain.
Responsible Supply Chain Conference London takes place 23 June 2026 at 30 Euston Square, London. For speaker information and attendee registration, visit the official event website at www.supplychainconference.co.uk
