For a long time, sustainability was viewed primarily as a “sign of good will” in the logistics sector. However, at this point in time, we are seeing this approach change rapidly. It is no longer just a matter of environmental responsibility; it involves redefining business practices, cost structures, and even brand perception.
Particularly with the European Green Deal and the accompanying regulations, carbon emissions have evolved beyond being merely an environmental metric. Today, for many global customers, it has become an integral part of the service offered by a logistics provider. It is no longer enough to simply “be able to transport goods”; how you transport them, how much emissions you generate, and to what extent you can transparently share this information are just as decisive as operational performance.
At this point, I believe two distinct approaches are becoming increasingly clear within the industry. On one side are those who discuss sustainability in terms of communication; on the other are those who measure, report, and transform their business processes based on this data.
In a multi-layered and highly operational sector like logistics, making sustainability tangible is no easy task. However, we must also recognize that this challenge presents a significant opportunity. Because any data that becomes measurable also becomes manageable.
As I’ve mentioned before, at Kıta Logistics, we position this process by treating sustainability not merely as an outcome, but as a management area that must be addressed alongside efficiency. One of the most tangible manifestations of this approach has been the execution of carbon footprint calculations through digital infrastructure. Thanks to our collaboration with a local technology firm based at Izmir Technopark, we have become capable of managing emissions measurement with our own in-house teams. This has not only enabled us to establish a faster and more flexible structure but has also allowed us to achieve significant savings in terms of both time and cost.
At this point, the relationship between sustainability and efficiency becomes more apparent. We see that efforts aimed at carbon reduction directly support not only environmental impact but also the effectiveness of operational processes. Being able to track how much emissions are generated at each operational step also means optimizing resource usage, reducing unnecessary repetition, and creating a more balanced operational framework.
The ability to track all emission sources through digital platforms is another crucial aspect of this process. This allows us not only to assess the current situation but also to more clearly identify areas for process-based improvement. Developing sustainability performance systematically—rather than on a periodic basis—is only possible with this type of data infrastructure.
This approach transforms sustainability from merely an area of responsibility into a factor that directly impacts business efficiency. Operating more effectively with fewer resources not only optimizes costs but also establishes a more predictable and reliable structure in the eyes of our business partners. Consequently, sustainability becomes a factor that directly enhances brand value.
On the other hand, this transformation should not be viewed as limited to internal company processes alone. The digitization of total greenhouse gas (GHG) calculation and reporting efforts also establishes a critical infrastructure for compliance with international regulations, particularly the European Union’s Carbon Border Adjustment Mechanism (CBAM). At the same time, this framework plays a role in facilitating the compliance processes of our business partners and suppliers.
The key point to note here is this: When considered as a standalone goal, sustainability can have a limited impact. However, when addressed in conjunction with financial and operational digitalization processes, it becomes part of a much more holistic transformation. This holistic approach helps companies both improve their internal performance and secure a stronger position in the external market.
It is very clear that competition in the coming period will not be shaped solely by price and transit times. I believe that companies capable of managing their carbon footprint, making their processes transparent, and offering their customers alternative, more sustainable solutions will stand out.
For my part, I view this process not as a necessity but as an important area for growth. Because when handled correctly, sustainability can become a lever that optimizes costs, improves operations, and strengthens brand value.
Perhaps the most critical point is this: This transformation is moving forward not with fanfare, but through the right steps. And more often than not, the strongest competitive advantage emerges in the areas that are discussed the least but managed the best.
Sustainability is precisely such an area.
With warm regards,
Vice Chairman of the Board
Emre Eldener
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