Stellantis operates one of the world’s most globally distributed automotive supply chains. While manufacturing operations are geographically diverse, public disclosures show that the majority of emissions, and cost exposure, sit upstream, embedded in purchased materials, components, and logistics rather than direct plant operations.
For procurement and finance teams, this means:
1. Supplier pricing is increasingly shaped by energy and material costs,
2. Cost volatility is driven upstream,
3. Not at plant level sourcing geography and material choice directly affect margin resilience
This profile examines Stellantis’ upstream emissions footprint, Scope 3 cost exposure, and supplier carbon risk across materials, logistics, and sourcing regions, with a focus on commercial implications for procurement and finance teams.
The scale of Stellantis’ supply chain emissions helps explain why upstream cost exposure is structurally material, not marginal.
In 2024, Stellantis reported approximately 414.7 million tonnes of CO₂-equivalent emissions across Scopes 1, 2, and 3, reflecting the breadth of its global automotive value chain. Based on €156.9 billion in net revenues, this translates to an emissions intensity of 2,643 tonnes CO₂-eq per € million of revenue.
Crucially, Scope 3 emissions represent the dominant share of this footprint. The largest contributors sit upstream, driven primarily by:
1. purchased materials and components
2. high-voltage batteries and raw materials
3. inbound logistics and,
4. downstream, the use of sold vehicles
For Scope 3 Category 1 (Purchased Goods and Services), Stellantis applies lifecycle assessment tools alongside supplier-provided material and mass data, including detailed accounting for battery components. This reinforces that upstream emissions, and therefore upstream carbon costs, are already being quantified and tracked at a granular level.
At this scale, even modest carbon pricing, energy volatility, or regulatory tightening at supplier level translates into meaningful cost exposure. For procurement and finance teams, Scope 3 emissions are not just a reporting metric, they are a leading indicator of future supplier pricing pressure.
Stellantis’ supplier cost and emissions exposure is driven by scale, fragmentation, and margin sensitivity. Operating one of the world’s largest and most diverse automotive supply chains, Stellantis faces:
In this context, upstream decarbonisation translates directly into margin risk.
In practice:
For Stellantis, the challenge is not supplier engagement alone, but prioritisation, identifying where emissions-driven costs pose the greatest threat to competitiveness.
Why this matters commercially:
Stellantis’ value lies in using emissions and supplier data to protect margins, stabilise sourcing decisions, and avoid carbon-driven cost erosion at scale.
This is the category where:
· carbon price pass-through
· low-carbon material premiums
· supplier transition investments
are most likely to surface in unit pricing over time.
While smaller than materials, this category is exposed to:
· fuel price volatility
· freight decarbonisation rules
· shipping and aviation cost increases
which can affect landed cost, especially for long-distance supply routes
Europe (France, Italy, Germany, Spain, Poland, UK, Slovakia, Czech Republic)
North America (United States, Canada, Mexico)
Africa (Morocco, Algeria, Namibia, Nigeria)
Asia (China JV, India)
Battery sourcing is concentrated in regions with volatile energy costsand tightening carbon pricing, increasing the likelihood of cost pass-through.
Stellantis publishes a named list of 50+ battery material refiners, covering cobalt, lithium, nickel, and graphite. Refiners are primarily located in China and Europe. Battery materials represent a key driver of Stellantis supplier carbon cost risk, particularly where refining is electricity-intensive. The company has mapped 500+ upstream suppliers from mine to plant for battery materials.
Stellantis’ supplier base operates extensively in jurisdictions with active and tightening carbon pricing regimes, creating direct supplier carbon pricing exposure across key materials and components.
These include:
Implication:
This creates measurable Stellantis ETS exposure at supplier level, even where carbon costs are not itemised in contracts. Over time, these costs are increasingly embedded into unit pricing, surcharges, or reduced supplier margin flexibility — heightening Stellantis EU ETS supplier risk for European-sourced materials.
Stellantis' upstream cost exposure is concentrated in a small set of energy-intensive materials sourced across regulated regions. Supplier choice, material substitution, and regional sourcing strategy are therefore critical levers for managing future cost volatility.
Higher visibility reduces surprise risk but accelerates the translation of supplier decarbonisation costs into pricing.
This level of disclosure supports enforcement of Stellantis supplier sustainability requirements across Tier 1–3 suppliers.
Under its Dare Forward 2030 strategy, Stellantis has set quantified climatetargets covering its full value chain:
To support delivery, Stellantis reports that:
Commercial implication:
These targets formalise emissions performance as a procurement variable.Suppliers unable to demonstrate emissions reductions, carbon transparency, or alignment with Stellantis’ trajectory face increasing risk of:
For procurement and finance teams, managing Stellantis supplier carbon pricing exposure, ETS-linked cost risk, and CBAM-driven price differentiation becomes central to long-term margin planning.