Sustainable procurement is no longer just a “nice-to-have” for businesses; it is a strategic necessity. This blog post shows how procurement departments can make a real difference using three specific levers: transparent supply chains, a targeted regional strategy to reduce CO₂ emissions and transport costs, and measurable climate targets. With the right tools and partnerships, sustainable procurement becomes a competitive advantage.

Sustainability is no longer a niche topic; it has become a strategic imperative for businesses. In procurement in particular, day-to-day purchasing decisions determine just how large a company’s environmental footprint really is. Those who understand supply chains and consistently prioritise local sourcing not only reduce their carbon footprint but also strengthen their resilience and reputation.

1. Understanding supply chains – before optimising them

Many companies know their direct suppliers, but not their suppliers’ suppliers. Yet it is precisely there that the greatest emissions and risks often arise. A robust sustainability strategy therefore begins with transparency: where does each component come from? What transport routes are used? What are the production conditions?

Practical starting points for buyers:

• Supplier surveys using standardised CO₂ questionnaires (e.g. the CDP Supply Chain Program)
• Spending analysis by high-risk countries and emission-intensive product groups

• Use of tools such as EcoVadis or Sedex for supplier assessment

2. Local sourcing and seasonality as a procurement strategy 

Sourcing locally not only reduces transport emissions, it also shortens supply chains, reduces dependencies and boosts local economic activity. Particularly in the wake of the supply bottlenecks of recent years, the argument for resilience has gained considerable weight.

It is important to note that ‘regional’ does not automatically mean more expensive. What matters is the overall Total Cost of Ownership (TCO), including transport costs, warehousing and risk premiums.

Specific measures in procurement:

• Include preference clauses for suppliers in the DACH region or the EU internal market in tenders
• Coordinate seasonal demand planning with production and logistics
• Framework agreements with regional partners to ensure planning certainty for both parties

3. Making CO₂ measurable: From vision to KPI

 What isn’t measured isn’t managed. For procurement departments, this means that Scope 3 emissions – that is indirect emissions within the supply chain – must be tracked and factored into procurement decisions. For many companies, Scope 3 emissions account for over 70% of total emissions.

A three-step approach has proven effective:

• Measurement: Sales-based or activity-based CO₂ calculation by product group
• Set targets: Define reduction pathways for each category (e.g. –20% by 2027)
• Involve suppliers: incorporate CO₂ targets as a procurement criterion and into service level agreements (SLAs)

Conclusion: Sustainability is not a cost driver but a competitive advantage

 Companies that consistently align their procurement with sustainability principles reap long-term benefits: reduced supply risks, improved supplier relationships, lower operating costs through efficiency, and, last but not least, a stronger standing with customers, investors and regulators. The path to achieving this begins with transparency, is guided by measurable targets and is strengthened through regional partnerships.

ADCONIA – Out of the ordinary.

Consulting for purchasing, supply and value chains with a focus on cost management, digitalisation, organisational development and sustainability