Publications of interest to practioners

Fröhlich, L. (2025): Nur noch kurz die Welt retten …, in: Beschaffung aktuell, Nr. 6, S. 13.

The article warns that the abolition of the German Due Diligence Law (LkSG) announced in the coalition agreement and the ‘simplification’ of reporting obligations planned in the omnibus procedure for the EU CSDDD would exacerbate existing weaknesses in global supply chains: it would shift responsibility to direct suppliers, create legal uncertainty and put further pressure on SMEs in particular. As a counter-proposal, the author presents the tried-and-tested concept of the Economics of Mutuality (EoM), which creates value for all stakeholders through impact-orientated management and strengthens the most vulnerable players in particular – in this case SMEs. Practical examples, such as insights from Bayer 04 Leverkusen into transparent supplier relationships, show that resilient value creation networks require continuous exchange, flexible partnerships and well-founded risk analyses. Reporting obligations are therefore not bureaucratic ballast, but – analogous to John Snow's data-based cholera education – an instrument for risk prevention that combines purpose and profit and thus enables long-term economic resilience.

Fröhlich, L. (2025): Omnibusverfahren und die Illusion der Regulierung: Wer wirklich für stabile Lieferketten sorgt, Nr. 3, Jg. 4, S. 103-109.

The reduction of regulatory requirements envisaged in the omnibus procedure harbours the considerable risk of exacerbating existing structural vulnerabilities in global supply chains – especially for small and medium-sized enterprises (SMEs), which are currently already exposed to disproportionately high pressure to adapt. Against the backdrop of increasing geopolitical tensions and pressing environmental and social challenges, it is becoming clear that building resilient and sustainable value networks is not a dispensable bureaucratic luxury, but a strategic necessity for the long-term competitiveness and sustainability of our economy.

Fröhlich, E.: Nachhaltige Resilienz: Warum das Lieferkettensorgfaltspflichtengesetz mehr als nur Compliance bedeutet – Strategische Beschaffung als zentraler Hebel für eine erfolgreiche Berichterstattung und robuste Lieferketten, in: NaRp Nr. 5 (02.05.2025), S. 140-147.

The German Due Diligence Law (LkSG) is more than a compliance requirement – it is a strategic lever for future-proof businesses. Those who view the law as an opportunity understand that sustainable resilience is built through strategic procurement, strong supplier partnerships and targeted capacity building. Procurement becomes a central driver of corporate responsibility, cost efficiency and robust supply chains. Real-world examples, such as the SME Jokey, demonstrate that practical solutions are possible even without major IT investments. What matters is the willingness to systematically assess risks, implement focused actions and embrace sustainability as a catalyst for innovation and competitiveness. The article outlines concrete measures that help companies effectively address ESG challenges within procurement.

Fröhlich, L. (2025). Nachhaltigkeit als Wachstumsmotor, in: Beschaffung aktuell, Ausgabe 5, S. 34-37.

"More economic courage, a policy that solves problems instead of managing them – and a society that becomes rebellious again," calls the consulting legend Roland Berger. I have taken up this idea to show how companies can utilise the integration of sustainability as a strategic growth factor. It is precisely in times of upheaval that the opportunity for real change lies. For transformation to succeed, it needs more than just fulfilling obligations – it needs strategic impact. Firstly, sustainability requirements must not be seen as a mere reporting obligation, but must be translated into concrete, effective measures. Secondly, procurement becomes the central risk radar – only a strategically active procurement department can make supply chains resilient and sustainable. Thirdly, companies need to develop specific competences – both internally and externally – in order to use legal requirements as a driver of innovation. Change begins with a new self-image: stability comes from further development, not from standing still.

Now is the time to rethink procurement – as a driver of change, resilience and effectiveness. Let's strategically shape the future together.

Fröhlich, L. (2025). Gewohnheit vs. Fortschritt – Schlüssel zu nachhaltiger Wertschöpfung, in: Beschaffung aktuell, Ausgabe 5, S. 12.

"Chaos often produces life, while order produces habit," the historian Henry B. Adams said. Companies that rely solely on stability through routines quickly reach their limits in a dynamic world. Strategic procurement offers a decisive opportunity here: it enables new ways of creating value, strengthens resilience and creates sustainable competitive advantages – through innovation instead of rigidity. In my latest article in Beschaffung aktuell, I shed light on how political uncertainties and increasing reporting obligations can be used not as a hurdle, but as an impetus for progress. Knowledge, openness and continuous learning are crucial. The legend of the ‘Golden Koi’, which became a golden dragon against all odds, reminds us of what is possible when we courageously break new ground.

Fröhlich, L. (2025). Wissenslücke bremst Wachstum: Beschaffer-Lieferantenbeziehungen neu denken, in: Beschaffung aktuell, Ausgabe 4, S. 12.

Europe's competitiveness is increasingly dependent on environmental sustainability and resilient supply chains. Yet in many places, the outdated logic of a conflict between procurement and suppliers still dominates – a misconception that blocks innovation and economic stability. Research and practice clearly show that trust, joint pursuit of objectives and long-term partnerships are the key to sustainable procurement. Anyone who still painstakingly collects supplier data today has failed to focus on co-operative relationships. This makes a paradigm shift towards strategic procurement that connects science, business and society all the more urgent – as a catalyst for sustainable growth.

Fröhlich, L. (2025). Einkauf: Die unsichtbare Macht der Jahrhundertwende, in: Beschaffung aktuell, Issue 3, p. 12.

Debates surrounding the EU omnibus procedure on sustainability legislation once again emphasise that knowledge is the key to true innovation and lasting business success. In a time of continuous change, characterised by uncertainty and misinformation, knowledge becomes the most valuable resource. However, it is at this point that a worrying trend is emerging: a lack of clarity in legislation is causing companies to hesitate and postpone investments in sustainable strategies – in the expectation that the legislator will first formulate clear guidelines. However, this wait-and-see approach harbours risks: instead of securing sustainable competitive advantages, companies risk losing their ability to adapt. It is therefore important to encourage companies to adopt a proactive attitude and strengthen their resilience by continuously acquiring knowledge. This applies in particular to the development of partnership-based relationships between procurers and suppliers – a key building block for sustainable and economically successful supply chains. Strategic procurement can act as a facilitator here, driving transformation through in-depth knowledge, innovative approaches and collaborative partnerships – not as a mere reaction to legal regulations, but as an active driver of sustainable success.

Fröhlich, L. (2025). Mehrwert statt Mühsal: Reporting als Erfolgsfaktor, in: Beschaffung aktuell.

My first opinion piece of 2025 opens with an optimistic quote from Barbara Bleisch and highlights the opportunities and challenges presented by the German Due Diligence Law (LkSG), the EU CSDDD and the reporting obligations of the CSRD. Despite political uncertainties, the EFRAG Sustainability Report 2024 shows that companies urgently need to rethink procurement in order to realise sustainable competitive advantages. Systematic product group management, in-depth knowledge of supply chains and the strategic integration of procurement are essential in order to effectively fulfil the requirements of dual materiality and CSRD reporting. Procurement plays a key role here as an 'enabler for change' and allows precise impact analyses and tangible added value through collaboration with suppliers and specialist departments. The article concludes with a call to actively and cooperatively drive transformation forward to utilise 2025 as an opportunity for a sustainable future.

Ready2Taxi Interview: In a complex, heterogeneous world, companies need robust and sustainable supply chains!

A big thank you to Mr. Götz Kümmerle for the opportunity to participate in an engaging interview on sustainable supply chain legislation. The first EFRAG report analyzing the initial CSRD filings delivers a clear message: Without transparency in their own supply chains, companies will struggle to manage risks and achieve real impact.

The CSRD is not an insurmountable obstacle – as long as companies have a clear understanding of their supply chains and their impact. However, reporting is often driven by an accounting perspective rather than placing sustainability at the forefront. The result? A complex and frequently confusing process.

Consulting firms often step in, advocating for the need to report a large portion of the 1178 data points – an exaggerated and unnecessary approach. EFRAG makes it clear: A lack of supply chain knowledge leads to excessive effort. On the other hand, companies that understand their supply chains can set clear priorities, identify true impact, and streamline their reporting processes.

The key takeaway is this: Understanding your supply chain significantly simplifies CSRD implementation. In my video, I explain why engaging with the supply chain is essential and how companies can successfully and sustainably meet CSRD requirements. Strategic procurement plays a pivotal role in this process.

Fröhlich, L. (2024). New thinking for sustainable supply chains: How strategic procurement is driving transformation.

The die-casting industry faces profound challenges: Geopolitical tensions, a shortage of skilled labor, advancing digitalization, rising customer expectations, resource scarcity, and climate change demand rethinking and innovative business approaches. Nevertheless, the German Due Diligence Law (LkSG) and the Corporate Sustainability Reporting Directive (CSRD) are often seen merely as bureaucratic obstacles rather than as guidelines for the sustainable transformation of global supply chains. Yet, without sustainability, resilient supply chains are no longer conceivable. This is not only an ethical responsibility but above all a strategic necessity for companies seeking long-term success.

Fröhlich, L. (2024). Die Heldengeschichte des CPOs in der Transformation, in: Beschaffung aktuell, Issue 11-12, p. 12.

In my last opinion piece of the year, I chose an emotional story to paint a strong picture. In recent weeks, the ‘resistance’ to the legal requirements of the German Due Diligence Law (LkSG) has once again made itself known. The German economy is also under pressure to implement the CSRD – and if the pace continues, we risk ending up in the European Court of Justice with regard to the LkSG. But, dear companies, do not let these challenges tempt you to ignore legal requirements. They are coming – whether you like it or not. In this article, I invite you to look at legal developments from the perspective of a ‘hero's journey’. These laws are not mere burdens but ‘maker laws’ that pave the way for you to organise your global supply chains in a sustainable, innovative way. I wish you inspiring insights while reading and further insights on LinkedIn https://www.linkedin.com/feed/update/urn:li:activity:7258400631843864576/!

Fröhlich, L. (2024). Wir sitzen im gleichen Boot – aber der strategische Einkauf gibt den Takt vor!, in: Beschaffung aktuell, Issue 10, p. 13.

The CSRD only leads to high bureaucratic costs if the focus is solely on compliance. The real added value is created when the right questions are specifically asked of the relevant suppliers in order to minimise environmental and social risks. Strategic purchasing is the decisive lever here: It must identify the product groups and suppliers with the greatest risks. Instead of relying on AI tools, it is important to engage in a dialog based on partnership. With the support of management, a future-proof, sustainable supply chain can be established.

Fröhlich, L. (2024). Der unbefangene Held der nachhaltigen Transformation!, in: Beschaffung aktuell, Issue 9, p. 12. 

In my latest opinion piece, I shed light on the often overlooked key to sustainable transformation – strategic procurement. It is much more than an operational task; instead, it requires a profound rethinking. However, it is precisely this strategic approach that is often lacking in procurement, preventing companies from successfully mastering the challenges of sustainable transformation. Without this perspective, two central elements of the German Due Diligence Law (LkSG) – the impact and the duty to make an effort – remain unconsidered. Curious to find out more? Then read on!

Fröhlich, L. (2024). Strategischer Einkauf als Schlüssel zur Sicherung der Unternehmenszukunft, in: Beschaffung aktuell, Issue 7-8, p. 11.

Science meets practice: In the new Beschaffung aktuell series, I take a critical stance on current issues in strategic procurement and its role in the context of sustainable transformation. Do-it-yourself is required! Therefore, I would like to provide concrete tips on what companies can do to successfully meet the current legal requirements. My vision is to strengthen the entrepreneurial imagination that without sustainable procurement, the future viability of every company will be put to the test.

Fröhlich, L. (2024). Revolutionizing Procurement Education: Digitalization and Sustainability for a Future-Proof Function, in: The Procurement, Issue 2, pp. 15-19.

It was a great pleasure to give an interview for the Italian magazine The Procurement on the topic of “Revolutionizing procurement training: Digitalization and sustainability for future-proof procurement”. Among other things, the discussion focused on the need to update the teaching methods used to support the sustainable and digital transformation of the procurement function. Innovative formats, such as gamification, play a major role in better preparing future professionals for the challenges of sustainable and digital transformation. The focus of training measures should be on integrating soft skills, such as communication, negotiation, responsible leadership and change management, to create effective procurement practices for future-proof global supply chains. The interview can only be fully downloaded after joining The Procurement Italia.

Fröhlich, L./Jamal, Y. (2024). CSR und Beschaffung, 2nd edition, Editor and author of the introduction.

The European Green Deal – with its numerous laws that primarily affect global supply chains – poses a completely new challenge for the procurement function. The requirements of these various laws, such as LkSG (German Due Diligence Law), CSRD, CS3D or CMBAM, can only be met if companies have an operational and strategic procurement function. This book contains numerous examples from theory and practice that shed light on different areas of the sustainable transformation of global supply chains. This publication will guide you on the path to successfully implementing a sustainable procurement function in order to ensure the future viability of your company. Experts from my network report on how they have tackled the various challenges, from both a theoretical and practical perspective. This publication makes evident what crucial insights companies can gain from theoretical studies for the sustainable transformation of their supply chains.

Fröhlich, E., Chiara, B., Hendriks, S. (2023). Der Lieferketten-Spend-Cub, in: Beschaffung aktuell, 11-12 (2023), pp. 18-21.

The Green Deal has brought with it numerous new laws that pose major challenges for companies – particularly in the area of procurement. However, this new reality also offers opportunities to position yourself securely for the future. Regardless of the sometimes controversial statements made by politicians on the LkSG (German Due Diligence Law) or CSDDD, companies must act now. You can successfully master the non-financial reporting part of the CSRD by knowing your supply chains in detail. The Supply Chain Spend Cube developed by my colleagues Chiara Bernd, Stefan Hendriks and myself will help you with this. To make optimum use of this methodology, companies need a clear product group strategy and a sustainable procurement strategy. Through a well-founded risk assessment of the relevant product groups and suppliers, the Supply Chain Spend Cube becomes a central tool for the effective management of your sustainability measures. Take this path and actively shape your sustainable future!

Ursel, S., Fröhlich, L. (2023). Digitalisierung im Einkauf: Szenarien, Chancen, Risiken, in: Cebra, Issue 1, p. 8-9.

New technologies make it possible to map seamlessly transparent value chains in real time – from the raw material producer to the end customer. Is that not a really good prospect? This article offers insights into why procurement is nonetheless struggling to establish relevant processes without frictional losses. Unfortunately, theory and practice are often two different things; hence, I set myself the task of bridging the gap between theory and practice at the ispira Think Tank for Sustainable Supply Chains. Two scenarios are presented on how digitalization can be successfully anchored in strategic procurement – building on the theoretical findings.