PLANET
Weise on INVERTO
“ INVERTO is an independent subsidiary of BCG – a company we acquired five years ago in order to strengthen our procurement and supply chain management offering to our clients . Founded in 2000 , it brought us some very distinctive , specialist capabilities as well as an unrivaled data set stretching back 20 years that allows us to benchmark our clients and provide a very customised service .
I became CEO in 2021 , and I do this job alongside my role as leading
BCG ’ s procurement consulting business . Yes , there ’ s added pressure , but I relish the challenge . It provides me with a unique perspective on the evolution of the procurement business – how it has changed over the past few years and how it is poised to change over the next few years .
I feel extraordinarily privileged to be leading INVERTO ’ s next phase of growth . We are planning to add more than 100 consultants in 2022 , which is more than we had when we bought the company in 2017 .”
A company has no hope of meeting ESG standards without the active cooperation of suppliers
Daniel Weise Global leader of Boston Consulting Group
But time and again , they encountered CEOs who spent next to no time thinking about or getting actively involved with their suppliers . Time and again , they saw that chief procurement officers were marginalised and given no opportunity to influence the strategic direction of their company . This made no sense .
Suppliers account for half of a typical company ’ s budget . On top of that , they are a rich source of competitive advantage – helping companies to create products and services that are not only lower cost but also lower risk , more sustainable , more innovative , higher quality , and faster to market .
Bearing that in mind , Weise wondered how CEOs can justify spending so little time with suppliers . The result is Profit From The Source .
Business Chief : What is the book all about , and why is it relevant right now ? Daniel Weise : Well , as the subtitle says , the book ’ s about how CEOs can transform their business by putting suppliers at the core . We offer a blueprint for radical change that identifies three building blocks of a revitalised company : what the CEO needs to do to change , what the company needs to do to change , and what the company ’ s ecosystem , or network , of suppliers needs to do to change .
As we started to put pen to paper , or rather finger to keyboard , the book was highly relevant , because the world was facing supply issues as a result of the trade war between the US and China . But it has become even more relevant since then , with the currently raging supply chain crisis triggered by the global pandemic and the
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