Walmart’s Project Gigaton – The Story and Lessons Behind It

Recommendation: Build mandates and a unified metrics framework across all suppliers, backed by a dedicated investment in data tools and training. This ensures emissions reporting is accurate and progress is visible in real time. never rely on patchwork spreadsheets; require quarterly updates and third-party checks to maintain accountability.

Walmart created Project Gigaton in 2017 as a bold pledge and evolved it into a structured program that spans suppliers and agencies. The project being data-driven, with a heying team inside procurement testing new models for measurement, helped align what partners do with a shared reduction agenda. Those efforts made natural efficiencies in energy, packaging, and waste part of day-to-day decision making.

Key lessons focus on governance, transparency, and credible metrics. When mandates are clear and tied to supplier incentives, those collaborations yield material reductions and cost savings. Consequently, suppliers adopt better practices faster, and Walmart can report progress to customers, investors, and agencies with confidence.

What to take away for others: formalize a project charter with a 2030 target of avoiding 1 gigaton CO2e, create cross-functional teams, invest in data infrastructure, and enlist external agencies to verify claims. Track metrics through a public dashboard, and show that reductions enable suppliers to afford the transition soon. The part played by collaborating with those partners proves that meaningful improvements in supply chains can be achieved without sacrificing margins.

Practical blueprint: origins, progress, and takeaways for retailers

Start by naming a cross‑functional team, set a clear target for your top suppliers, require quarterly data sharing, and implement a 12‑month action plan aligned to Gigaton’s methodologies.

1. Origins
   • Walmart announced Project Gigaton in 2017 with a bold goal: avoid one gigaton of emissions by 2030, roughly 1,000,000,000 tonnes. This mandate pushed the company to reimagine sourcing, packaging, energy, and logistics across the entire value chain.
   • The approach required a practical framework that helps suppliers implement measurable actions, with progress tracked against concrete goals and a clear environment for accountability. It meant pushing data sharing, setting shared targets, and aligning incentives to deliver real cuts in emissions.
   • Leaders across procurement and operations built momentum together with suppliers, NGOs, and governments, including China‑based partners, to access scalable solutions that produce tangible results. The behind‑the‑scenes work focused on enabling access to cleaner inputs, better efficiency, and smarter logistics, while maintaining product quality and affordability.
2. Progress
   • Walmart reports that the program has driven innovation in materials, energy, and farming practices, with noticeable gains in packaging reductions, waste diversion, and energy intensity. The effort relies on a steady cadence of data collection, verification, and shared learnings that inform new steps and further tonnes of reductions.
   • Efforts span multiple supply chains, including fisheries, agriculture, and manufacturing, where collaborative pilots have demonstrated that responsible sourcing can align with business value. Access to supplier data enabled tracking of where emissions are created and how to reduce them, especially in complex networks with China‑based suppliers.
   • Progress is measured by the amount of activity each partner implements, the resulting cuts in emissions, and the return realized from efficiency investments. The program’s emphasis on transparency helps preserve Walmart’s reputation while highlighting wins across categories and geographies.
3. Takeaways for retailers
   • Start with goals that translate into action: define the top lever areas (packaging, energy, sourcing) and assign owners who will drive results and report back at regular intervals.
   • Require robust data: implement a simple, auditable data template, establish cadence, and insist on supplier commitment to share baseline measurements and ongoing progress. This access to reliable data underpins credible reporting and stronger collaboration with partners.
   • Drive supplier innovation: reward ideas that reduce packaging, enable circularity, or optimize transport. Pilot new materials, reuse programs, and cleaner energy in collaboration with China‑based suppliers and regional partners where possible.
   • Connect environment to financial return: quantify cost savings from efficiency gains, waste reductions, and energy shifts. Even small cost improvements–such as a single cent per unit in packaging or logistics–add up across volumes and improve return on investment.
   • Partner with fisheries and agriculture to protect natural resources, improve traceability, and meet consumer expectations for responsible sourcing. These efforts strengthen the program’s reputation and create resilient supply lines that win consumer trust.
   • Scale through governance and capability building: establish cross‑functional leadership, share best practices, and provide training so teams do more with the same resources. This disciplined approach helps reach ambitious targets and sustains momentum beyond pilots.
   • Plan for measurable reach: identify the segments and geographies where action yields the greatest impact, then expand access to tools, data, and technical support to multiply wins across the network.
   • Communicate progress transparently: publish quarterly updates on goals, progress, and lessons learned to reinforce credibility with customers, investors, and suppliers. A strong track record enhances reputation and motivates further collaboration.

What sparked Project Gigaton: origin, scope, and the initial targets

Share a precise inventory of the largest emissions sources in Walmart’s value chain and set a single, measurable target: reduce emissions by one gigaton CO2e by 2030 across suppliers, stores, and logistics.

In 2017, Walmart launched Project Gigaton to mobilize suppliers, curb climate risk, and meet rising consumer expectations for transparency. Newly formed cross-functional teams built a platform for collaboration, enabling ongoing networking with suppliers and growers.

The program spans the value chain, covering upstream farming, processing, and packaging, not just stores. It centers on 11 focus areas, including energy efficiency, transportation, waste, packaging reduction, sustainable agriculture (cotton and other natural fibers), chemicals management, and product design. Networking with suppliers and industry partners accelerates progress, converting good ideas into scalable results, and those collaborations help push emissions reductions across the chain.

Initial targets emphasized tangible commitments from suppliers, a public dashboard to examine progress, and a cadence of programs that scale proven practices. The approach regarded those early milestones as actionable steps, ensuring those priorities guide spending, training, and data collection to fuel the 2030 target.

For other brands, map current supplier capabilities, especially in cotton and other natural fibers, and translate them into a main set of priorities: reduce emissions, cut waste, and improve packaging. Use newly built data sharing to track progress across programs and build a proud, transparent baseline. The global supplier network can share good practices and accelerate results.

How progress is measured: emissions scopes, data collection, and reduction metrics

Establish a unified, auditable data protocol for Scope 1, 2, and 3 emissions and report progress quarterly to groups across the business. This bold approach keeps teams aligned, fosters shareable insights, and reinforces the wage cost balance needed to meet our climate commitment.

Define the three scopes clearly: Scope 1 covers direct emissions from stores and fleets; Scope 2 covers energy purchased for lighting, heating, and cooling; Scope 3 covers supplier emissions, product lifecycle, and outbound transportation. Keep definitions consistent across american stores and supplier networks.

Data collection starts with a boundary map, baseline year 2015, and a cadence of monthly submissions. Gather energy meters, fuel purchases, refrigerant use, vehicle counts, inbound and outbound shipments, packaging, and supplier-reported data. Count emissions as they are logged; flag gaps and apply corrective actions to reach high data quality across all stores, warehouses, and distribution centers.

Adopt a set of reduction metrics: total emissions, emissions intensity per product or per store, and per revenue. Use maximum decreases to prioritize actions in high-impact groups, such as fresh product sourcing or cold-chain logistics. Track progress by group and by supplier, not only by a single metric.

Publish dashboards that present data for stakeholders in a transparent way. Encourage questions from groups, and collect responses to guide next steps. This open loop helps businesses stay on track while addressing apprehensive teams and store managers who worry about costs and prices.

Engage sourcing and suppliers early: require supplier data in a standard format, align procurement with reductions, and factor in practical constraints like water usage in processing and product packaging. This strengthens the commitment to reducing emissions without hurting prices or product availability. Document the total impact of supplier action, not just internal cuts.

Quality controls: implement automated checks, reconcile energy bills with meter data, and perform periodic independent verifications. This keeps data counted accurately and minimizes errors that would skew the total progress. Use audits to improve efficiency in reporting and ensure store-level actions translate into measurable emissions decreases.

Metrics at the store and group level help answer key questions: Which sourcing groups deliver the largest reductions? How do changes in product mix influence total emissions? How does water and energy use correlate with store performance? Use these responses to refine tactics and increase accountability.

Apply a practical implementation plan: set a baseline, define interim targets, assign owners, and review quarterly. Use a mix of process improvements, energy efficiency, fleet optimization, and supplier engagement to drive reductions while sustaining customer value, American consumer trust, and sustainable sourcing that respects worker wage standards and fair pricing. This approach minimizes forced price hikes and keeps prices stable for shoppers.

Supplier engagement: incentives, training, and collaborative programs

Offer tiered incentives to suppliers who cut emissions and register their progress on the Gigaton portal within the next quarter. Walmart announced a framework in 2023, but the incentive design should remain independent and transparent, tying rewards to measurable action: energy intensity per unit, waste diversion, and transportation emissions reductions. Make the incentives predictable, transparent, and accessible for smaller firms by using a sliding scale that shares the value of avoided costs and strengthens cash flow. This approach blends action with philanthropy by recognizing social impact alongside financial gain.

Develop modular training that blends electronic modules and live workshops, with content tailored to developing suppliers and those developing sustainability standards. Each module covers greenhouse gas basics, energy optimization, materials sourcing, and the supplier code of conduct. Registered participants receive completion certificates that count toward future bids, and managers should set clear time frames to ensure completion within 60 to 90 days. They themselves can apply these skills to reduce waste and energy use.

Launch collaborative programs that pair Walmart teams with suppliers to begin pilots on natural transportation options, packaging redesign, and product packaging improvements. Such pilots are co-funded by Walmart and the supplier, with milestones and shared ownership of outcomes. The approach encourages them to take ownership and learn from each other, and to apply lessons across the network. Within six months, aim to run at least two joint pilots with a mix of smaller and larger firms, using electronic data collection to track progress and provide feedback and guidance to them.

Establish a lightweight dashboard to monitor progress: the number of registered suppliers, training hours completed, and higher-order results such as CO2 reductions per product and waste diversion rates. Set targets like 15% of suppliers registered in the first quarter, 80% training completion for engaged firms, and a 5% average reduction in transport emissions across pilots. Progress data has already shown early reductions in transport emissions among pilot groups. This will be published quarterly to keep critics informed and engaged, and the data will already inform program improvements for the next cycle and will give partners a clear view of where to focus efforts.

Continuous improvement relies on feedback and mutual accountability. After each cycle, publish learnings and best practices to help other firms replicate success. The program connects developing suppliers with experienced teams, making action tangible while keeping costs affordable so smaller firms can afford upgrades. The result gives every partner a clear path to higher efficiency without sacrificing product quality or delivery timelines.

Governance and data infrastructure: oversight, reporting cadence, and third‑party verification

Establishing a centralized governance charter with explicit data ownership is key. The charter assigns responsibility to a data steward per business unit, pairs it with an independent oversight board, and requires formal escalation for any data-quality issue. This structure reduces ambiguity and speeds remediation across products and suppliers.

Set a clear reporting cadence: monthly internal reviews, quarterly external verification, and automated checks on critical data fields. The dashboard updates every hour to flag inconsistencies.

Choose third‑party verification partners with a track record in manufacturing and environmental data; specify the scope to cover source, methodology, sampling, data integrity, and assurance statements; schedule audits; ensure independence. Without proper controls, data integrity could collapse. Many suppliers can meet these targets with the right support.

Build a centralized data infrastructure that unifies inputs from thousands of suppliers. Adopt a common data model for emissions, energy, water, waste, and products; maintain a centralized data lake; enable API-based submissions and secure transfers, including partners in china.

改善の年を強調し、不足を解消する簡潔で検証可能なダッシュボードを公開することで、リンクガバナンスを認知に結びつけます。グローバルなデータカバレッジにより、海洋メトリクスが地域や製品ライン全体で追跡されます。さらに、ダッシュボードに反映された共有価値観は、多くのチームがプログラムの目標に沿った状態を維持するのに役立ちます。

リスク管理のため、データギャップに対する標的型対応を実施する：サプライヤートレーニングの提供、製品カテゴリの改善、および検出後数時間以内に是正措置を開始するリアルタイムアラートの設定。信頼性を維持するために、いくつかのチェックが継続的に実行され、説明責任のためソリューションが文書化されます。このアプローチは、ギャップを迅速に解消するために、サプライヤの能力とデータリテラシーに大きく依存します。

さらに、コミュニケーション計画は、批評家が見るものと、それに対してどのように対応するかを明確にします。スコットは、透明性の高いリズムはリスクを軽減し、パートナーや規制当局からの長期的な認知を得るのに役立つと述べています。

次のステップは、いくつかの製品カテゴリーでパイロットプログラムを開始し、その後、今後数年間で中国および世界中のサプライヤーに拡大することです。目標は明確なままです。データ品質の改善により、品不足が解消され、水と海洋に関する指標が改善され、買い物客が毎時間頼る製品の全体的な価値提案が強化されます。この計画はまた、今日のフィードバックループの確立が、明日のより強力なパフォーマンスをサポートすることを強調しています。

モデルの複製：さまざまな小売業者向けのステップごとの適応計画

三相のアダプション計画を開始し、aで始める。 bold 三つの地域を横断してサプライチェーンの変更を検証し、固定された日付までに影響を測定する。

ギガトンモデルの背後で、次の基準を確立する。 registered 排出量、水使用量、およびサプライチェーン全体での包装廃棄物。計画には以下のものを含める必要があります。 outlined メトリクスを定義し、オーナーを割り当て、90日ごとに進捗状況を確認し、更新日の公開を明確に行う。

行動を調整するために、リーダーは設定する。 mandates that turn bold ideas into accountable work across suppliers and brands; それらは進歩が利益をもたらすと言う。 them そして環境。

小売業者全体にコアメソッドを適用するためのスケーラブルな青写真の開発元：サプライヤーエンゲージメント、データ共有、および透明性のある進捗報告。各マイルストーンに対して責任を負うチームを生み出すエコシステムを構築し、 費用 規模拡大に伴い、適度に調整される。

Focused rollout on three high-potential categories with material 水 footprints and packaging 費用 急速な学習を可能にします。その結果を活用して、より広範な計画を策定し、との整合性を確保します。 worldwide ターゲット

段階的な計画を立てる、 worldwide 拡張：パイロットを地域展開へ、その後全国プログラムへ；期日に基づくタイムラインを確立し、プログラムを主要店舗に配置することで、チェーン全体のチームが勢いを維持できるようにする。

Engage workforce and training: 店舗および物流スタッフ、バイヤー、およびサステナビリティチームのトレーニング；a 誇り高い チームは明確な役割と継続的なフィードバックによって構築されています。Track registered エネルギー利用、水、および廃棄物の改善、および連携すること。 mandates リーダーシップから。

Mitigate shortage リスクを分散されたサプライヤーコードを確保し、能力を相互照合し、予備在庫を維持することにより軽減します。サプライヤーの計画にバックアップオプションとリスクダッシュボードを含めます。

Engage shoppers そして brands 販売時点に近づく：具体的なものを提示する cuts パッケージングとエネルギーにおいて、進捗状況を公開し、顧客がチェックアウト時に目に見えるコスト削減を祝うこと。現場からのストーリーを共有して、信頼を築くこと。 them.

配置されたマイルストーンと透明性の高い報告により説明責任が生まれます。四半期ごとの進捗状況を公開してください。 date, 強力な結果を強調し、他の小売業者が複製できるようにベストプラクティスを文書化します。