Retail
Spirefly turns thousands of products and millions of supplier data points into decisions a buying team can act on.
Trusted by retailers and consumer brands
Anna Krotova, Sustainability Lead
Picnic
Almost everything you are accountable for happens before the product reaches your shelf: the food you sell, the materials behind it, the suppliers you buy from. It is the part of the footprint you influence rather than control.
Primary data for a few categories, spend-based estimates for others, and a supplier list with no ingredient breakdown at all. Waiting until it is complete means waiting forever.
Fifteen impact indicators across 15,000 SKUs does not tell a category manager whether to switch a rice supplier. Getting from assessment to decision takes translation, and that is usually where the progress stops.
Spend per supplier is enough to begin. It gives you the shape of the problem: which categories carry the most risk, which supplier relationships matter, where the biggest unknowns are. Ingredient-level data, purchase volumes, and primary data from suppliers add precision as you collect them, and all of it lives in one place.
Spirefly shows you where better data would move the needle most, so the collection effort goes where it changes a decision.
Carbon + Nature
Nature is several problems at once. Land use, water use, biodiversity, and pollution each have their own methodology, their own geography, and their own supplier conversations. Spirefly runs all of them from the same dataset as your carbon footprint, aligned to SBTi FLAG, TNFD, and SBTN.
Running them together is what surfaces a burden shift: the sourcing change that improves your carbon number while it quietly worsens your water footprint. Measuring carbon on its own leaves that invisible until someone else finds it.
Hotspots
Spirefly surfaces the hotspots on its own: the suppliers driving the most impact, the ingredients behind the totals, and the countries of origin carrying the highest nature risk.
A grocer with thousands of SKUs sees within a run that meat and dairy carry the largest carbon concentration, and that a rice category sourced from a water-stressed region deserves attention before anything else.
Scenarios
Picnic found that the basmati rice it sources from Pakistan was an outsized share of its water footprint. In the same session, the team modelled sourcing that rice from Italy and saw a 24% reduction in the water footprint, before a single supplier had been contacted.
The same mechanism answers the longer question. Test whether your current trajectory reaches your 2030 targets at the pace they require, model what happens if plant-based volumes keep growing or a key supplier moves to renewable energy, and see which levers actually move the number.
Making it land
A buying team weighs fifty criteria in every sourcing decision. Sustainability becomes one of them when it arrives in language they already use: category risk, supplier exposure, volume impact.
Spirefly builds each view from the same underlying data, so the board sees progress against targets, the supplier sees its own contribution and what you are asking of it, and the auditor sees the trace back to source. Your team controls the framing and the numbers never diverge.
Customer proof
“I could use the results directly in my work. Unlike with general AI chatbots, I really felt that I could trust the data and information that was provided, and that it provided spot-on suggestions.”
Miranda Pierson
van Rees
“Spirefly helps us to make our ambitions actionable.”
Marieke Doolaard
Head of Sustainability, HEMA
“We see clear value in having visibility into supply chain impacts, and we're continuing to build scalable ways to access those insights.”
Anna Krotova
Sustainability Lead, Picnic
Picnic modelled a 24% reduction in its water footprint before contacting a single supplier. See which levers move your number.
Supply chain sustainability software measures the environmental impact a company causes through the goods it buys rather than the operations it runs directly. For a retailer that is where almost all of the impact sits. Spirefly measures carbon and nature across your full assortment, traces each number back to the supplier, ingredient, and country of origin behind it, and lets you model a sourcing change before you commit to it.
CSRD and EUDR require it for most retailers, and there is a practical reason beyond the regulation. The sourcing decisions that move your carbon footprint usually move your water and land use too, sometimes in the opposite direction. Tracking carbon alone hides those burden shifts. Spirefly runs carbon and nature from the same data, so you see the whole trade-off while the decision is still open.
It is enough to find the rough shape: which categories and supplier relationships carry the most risk, and where better data would change your answer. It is not enough for supplier negotiations or regulatory disclosure. In Spirefly, findings built on spend estimates carry explicit uncertainty flags, so you always know which findings you can act on and which need verification first.
You upload the updated purchase data and the assessment re-runs across the new assortment. Hotspot views, scenario results, and dashboards update with it, so the model always reflects the data you have loaded rather than a snapshot from the last reporting cycle.
A consultancy hands you a report. Spirefly gives you a working environment: you model sourcing changes, build a category dashboard, monitor progress against targets, and draft disclosure chapters from the same data. It also updates when your assortment changes, which a report cannot do.
Confident enough to defend them. Assessments follow the GHG Protocol and SBTN, every figure traces back to its source data, and estimates are labelled with their confidence level. The numbers are built to be documented and reproducible, and where a figure is modelled rather than measured, Spirefly says so.
Build the category view in Spirefly rather than sending a report: which supplier relationships carry the most risk, which sourcing changes are worth exploring, framed in the terms buyers already use. Then go into the buying conversation with a question rather than a finding. That is how sustainability becomes one of the criteria in the decision instead of a document nobody opens.
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