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Catalytic Procurement:How CorporationsCan Lead theGreen CommodityTransition Purchasing to drive corporate climateaction and create differentiated,low-emissions commodity markets Authors and Acknowledgments Authors Xiyuan LiuTessa WeissLachlan Wright Authors listed alphabetically. All authors from RMI. Contacts Xiyuan Liu,xliu@rmi.orgTessa Weiss,tweiss@rmi.org Copyrights and Citation Xiyuan Liu, Tessa Weiss, and Lachlan Wright,Catalytic Procurement: How Corporations Can Lead the GreenCommodity Transition, RMI, 2025,https://rmi.org/insight/catalytic-procurement. RMI values collaboration and aims to accelerate the energy transition through sharing knowledge andinsights. We therefore allow interested parties to reference, share, and cite our work through the CreativeCommons CC BY-SA 4.0 license.https://creativecommons.org/licenses/by-sa/4.0/. All images used are from iStock.com unless otherwise noted. Acknowledgments The authors would like to thank the following individuals for their contributions to this report: Hao Wu, Claire Dougherty, Mark Porter, Nabil Bennouna, Oscar Hernandez, Ben Skinner, Steve Abbot, IngridMielke-Maday, Isabel Wood, Jikai Wang, Joe Fallurin, TJ Conway, Josh Henretig, and Hylla Barbosa (RMI). The authors thank The Center for Green Market Activation (GMA) for their external review, notably LauraHutchinson, Alex Coulombe, and Dan Smith. About RMI Rocky Mountain Institute (RMI) is an independent, nonpartisan nonprofit founded in 1982 that transformsglobal energy systems through market-driven solutions to secure a prosperous, resilient, clean energyfuture for all. In collaboration with businesses, policymakers, funders, communities, and other partners,RMI drives investment to scale clean energy solutions, reduce energy waste, and boost access toaffordable clean energy in ways that enhance security, strengthen the economy, and improve people’slivelihoods. RMI is active in over 60 countries. Table of Contents Executive Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5 Corporate Buyers Can Catalyze Market Formation. . . . . . . . . . .8 Corporate demand signals create bankable supply. . . . . . . . . . . . . . . . . . . . . . .9Intentional procurement spurs market-building feedback loops. . . . . . . . . . . . . . .10Proof points: Voluntary buyers have moved markets before. . . . . . . . . . . . . . . . .12The first-mover advantage. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13Voluntary actions can influence policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Purchasing in-sector EACs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16Joining buyers’ alliances. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Supporting nascent, but necessary, innovation. . . . . . . . . . . . . . . . . . . . . . . . .23 A Framework for Low-Emissions Supply Selection......... .25 High emissions reduction impact. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27Process electrification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27Sizable total market potential. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Modular design. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29 Conclusion & Next Steps.......................... .30 Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. .32 Endnotes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34 Executive Summary As corporations look to deliver on their Scope 3 sustainability targets,iinterest is growing in procuring low-emissions products and using low-emissions transportation. Yet, differentiated low-emissions markets forkey commodities, such as steel, cement, aviation or maritime fuels, plastics, and fertilizers are nascent andface high transition costs. This report explores how corporations can lead the green commodity transitionthrough procurement by showing that: •Buyers’ participation is essential to differentiated low-emissions commodity development. Ifcorporations want to buy low-emissions products, they need to be actively involved in bringing low-emissions supply to market. For example: •Corporate buyers may uniquely possess a willingness to pay and an openness to longer-termcontracts, both essential for project bankability.•Voluntary corporate procurement has proven catalytic in the past, where corporate purchasinghelped build demand for renewable power, and recently, where it has spurred the development of amarket for sustainable aviation fuel. •Purchasing can serve dual purposes. Buyers can procure to meet their immediate emissions reductiongoals while supporting scale-up of technologies best positioned to drive rapid, widespread, and cost-efficient low-emissions market formation. •Motivated corporations can leverage key tools to overcome barr