Our mentoring approach is designed to transform sustainable procurement from a compliance exercise into a strategic management instrument. The focus lies on enabling organisations to build transparency, manage risks effectively, and make informed decisions based on reliable data. Rather than providing one-off consulting, our mentoring approach is aimed at systematically building internal capabilities and empowering organisations to implement sustainable transformation independently and efficiently.
The applied methods – in particular the Supply Chain Spend Cube: Next Generation – enable organisations to analyse complex supply chain structures, identify risks at an early stage, and establish effective strategic steering mechanisms. Practical examples demonstrate that companies not only meet regulatory requirements, but also improve cost structures and strengthen their overall resilience. In addition, a template for implementing a sustainable procurement strategy is provided, ensuring a structured translation of strategy into operational execution – including clear responsibilities, prioritisation, and measurable outcomes.
I am fully aware that investments in transformation require careful consideration. This is precisely why my mentoring approach focuses on enabling organisations to build sustainable capabilities—rather than creating long-term dependencies. The daily rate is EUR 1,950 for up to seven hours of intensive collaboration, with the clear objective of delivering tangible and lasting impact.
Innovative Templates und Methods
The Supply Chain Spend Cube: Next Generation
The Supply Chain Spend Cube is an innovative management tool that helps companies systematically identify, prioritise and manage environmental and social risks within their supply chains. It combines data-driven analysis with a clearly structured process that goes beyond traditional monitoring approaches. In the first phase, internal purchasing and demand data are analysed, product groups are assessed and potential sustainability risks are identified—particularly outside the EU. Based on these insights, concrete recommendations and measures are developed that align directly with the company’s strategic procurement objectives, enabling organisations to meet regulatory requirements efficiently and with minimal resource investment.
In the second phase, the Next Generation approach focuses on collaboration. Strategically relevant suppliers and partners are actively involved in the process to validate assessments, define joint goals and anchor sustainability standards throughout the entire supply chain. This dialogue-oriented and multiplier-based approach creates a new quality of cooperation—characterised by trust, transparency and mutual learning. The Supply Chain Spend Cube thus serves as a compass for resilient, compliant and competitive procurement, viewing sustainability not as an obligation but as a true driver of value creation.
The implementation of the Supply Chain Spend Cube begins with a maturity model specifically developed for this purpose, providing a structured assessment of the company’s current position. At the same time, it serves as a strategic tool to make the organisation’s level of advancement in sustainable procurement visible and to strengthen the strategic relevance of the procurement function at the C-level.
The five steps of a sustainable procurement strategy…
...provide a clearly structured yet highly practical framework to systematically embed sustainable transformation within procurement. They connect corporate strategy with the reality of the supply chain, translate ambitions into concrete objectives, and turn them into an actionable strategy that is integrated into operational processes and continuously refined through ongoing monitoring.
Each step is guided by clear objectives and targeted key questions, complemented by reflective prompts. This creates a powerful instrument that builds transparency, reveals the actual maturity level, and identifies concrete areas for action.
Within the mentoring process, we work together on this basis to leverage existing strengths and focus on those areas where further development creates the greatest impact. In this way, sustainable procurement is no longer treated as a regulatory obligation, but as a strategic management approach—aimed at reducing risks, strengthening decision-making capabilities, and turning supply chain transformation into a genuine competitive advantage for your organisation.
Interviews with companies implementing our mentoring approach
As the founder of the ispira Think Tank, I see imagination as a key driver of sustainable transformation. In collaboration with companies, I develop innovative concepts that go beyond mere compliance with sustainability regulations and, instead, leverage them as strategic opportunities for a future-oriented economy. In this context, strategic procurement serves as a crucial lever: it links economic success with ecological and social responsibility, enhancing corporate resilience and competitiveness in the long term.
In my interviews with companies, I aim to demonstrate that sustainable transformation is not inherently costly but can be efficiently designed through strategic and forward-looking planning. Successful companies do not view regulatory requirements as a burden but as an impetus for further development, seizing them as strategic opportunities. They possess a deep understanding of targeted risk management within their supply chains and foster collaborative supplier management. By implementing well-founded procurement strategies, they develop sustainable solutions together with their teams that not only ensure compliance but also strengthen corporate resilience, competitiveness and future viability.
Interview with Michael Schmidt, CPO Jokey SE
Here you can find some interesting quotes from the interview with Michael Schmidt. Have we sparked your interest? Then click the button below to read the complete interview.
"The adoption of the LkSG in 2021 was not a starting point for me and my colleagues in Jokey’s procurement department but rather another building block that needed to be integrated into our processes."
"As a medium-sized company, we quickly recognized that expensive IT tools or consulting services were not a feasible solution for complying with the law."
"This is where our discussions with you, Ms. Fröhlich, and Mr. Hendricks began. It was always inspiring to sit together – four or five of us at the table – searching for a pragmatic and appropriate approach. As a team at Jokey, we have always enjoyed this collaborative effort."
"At the core of our approach is dialogue and continuous engagement with our supply partners."
"What surprised us most in the first year of applying JSRA was the openness and genuine interest of our suppliers in these discussions. We had truly insightful interviews with both national and international partners."
"Thanks to the measures we have already put in place – such as the Jokey Supplier Risk Assessment, the revised Jokey Supplier Ethical Code and our Procurement Policy – we are well positioned to meet the CSRD requirements efficiently and effectively."