Purpose This study aims to examine how data enables the realisation of sustainability goals in commercial enterprises. It explores the relationship between sustainability drivers, organisational capabilities and data across product, operational and supply chain domains. By emphasising supply chain data and supporting capabilities, the study assesses how sustainability performance can be measured, managed and aligned with strategic goals. Design/methodology/approach A qualitative case study was conducted in a global manufacturing company. A conceptual framework derived from literature guided the analysis of how sustainability strategy connects to data requirements and capabilities. Empirical material from semi-structured interviews and internal documentation was analysed to identify the data and capabilities needed to support sustainability execution. Findings Regulatory and market pressures shape sustainability goals, but their feasibility depends on the availability, applicability and quality of relevant data. The analysis indicates that gaps between required and available sustainability data constrain credible performance measurement, particularly due to limited supply chain data in early product design. These gaps provided the empirical basis for developing a data capability model that explains how static and dynamic sustainability data support strategy execution, reporting and iterative improvement. Originality/value The study integrates sustainability strategy with data management and demonstrates how sustainability data, especially from supply chain sources, enables performance measurement and strategic recalibration. By positioning sustainability data as a master data domain, the study offers a novel perspective for embedding sustainability into core business processes.
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