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Daniel Weise explains why it is critical for executives to spot and manage cost increases as early as possible.

Daniel Weise is the global leader of Boston Consulting Group’s procurement business line and a core member of its Operations practice. He is also Chief Executive Officer of INVERTO, a BCG subsidiary specializing in procurement and supply chain management consulting.

Since joining the firm in 2003, Daniel has advised in more than a hundred projects to leaders, mostly in the industrial goods, energy, and consumer goods industries, and in the public sector. His work is concentrated on cost optimization for getting maximum value from suppliers, often in the context of post-merger integration, restructuring, and transformation.

Daniel is an established thought leader in procurement and supply chain and has co-authored several publications and books, including Jumpstart to Digital Procurement (Springer, 2020) and Profit from the Source (Harvard Business Review Press, June 2022), and reports with the World Economic Forum on sustainability in supply chains.

AREAS OF EXPERTISE

EDUCATION

  • MSc, London Business School
  • MBA, WHU-Otto Beisheim School of Management

Publications and Videos

How Geopolitics Changes the Procurement Equation | rectangle

How Geopolitics Changes the Procurement Equation

As the global business landscape grows more complex and politically fraught, companies are struggling to balance cost reduction, supply chain resilience, and access to key markets.
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Bringing ESG Accountability to Global Supply Chains

By adhering to a simple six-step process, business can systematically manage ESG risks in global supply chains. Doing so will also embed ESG into the heart of operating models.
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Seven Forces Reshaping Procurement

To support their company’s strategic decisions, procurement leaders should monitor a wide variety of trends that affect supply availability and costs.
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3 Steps to Prepare Your Supply Chain for the Next Crisis

Most risks to supply chains are predictable. This means that companies can & should take steps to be prepared to handle them.
The Semiconductor Crisis Should Change Your Long-Term Supply Chain Strategy.jpg

The Semiconductor Crisis Should Change Your Long-Term Supply Chain Strategy

To prevent the semiconductor crisis from happening again, resilient operations must be backed by a systemic approach that puts procurement at the core.
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Procurement Goes Bionic: Unleash the Power of Human and Machine Collaboration

In today’s world, companies face constant crises. Leaders who put procurement at the core can help their companies to not only respond to challenges but achieve phenomenal sources of competitive advantage—by radically embedding artificial intelligence, making procurement bionic.
Boosting ESG Performance in Today’s Energy Supply Chains - rectangle

Boosting ESG Performance in Today’s Energy Supply Chains

Data-driven transparency provides the basis for setting performance targets, designing and implementing collaborative vendor development programs, and activating the broader business ecosystem.
Real-World Supply Chain Resilience

Real-World Supply Chain Resilience

Efficiency in supply chain operations shouldn’t come at the expense of flexibility. Here’s how leading companies achieve both.
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Technology Conventions: Unlocking Potential for Suppliers with Limited Competition

The article illustrates, how purchasing functions can cross-functionally unlock potential for suppliers with limited competition – leveraging three new Procurement tools: Technology Conventions, Virtual Technology Conventions, and Technology Fairs.
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Fight Supply Chain Emissions to Fight Climate Change

Even companies with modest direct-emissions footprints can make a global impact on decarbonization by implementing nine initiatives in their supply chains.
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The Future of Procurement for Pharma Operations

Companies that lead the way in initiating and scaling up a transformation will gain significant advantages in cost and risk management.

Daniel Weise on Digital Procurement in Action

BCG's Daniel Weise discusses the three primary ways in which procurement organizations are pursuing—and benefiting from—innovations in digitization.