Robert Tevelson
Managing Director & Senior Partner
Philadelphia
Robert Tevelson is a member of Boston Consulting Group’s global Operations practice leadership team; a member of its Energy, Industrial Goods, and Health Care practice areas; and a core member of its Consumer and Operations practices.
Since joining BCG in 2005, Robert has focused on procurement and supply-chain-management topics in a broad range of industries, including aerospace and defense, consumer, energy and utilities, retail, health care, pharmaceutical, automotive, and finance.
He helps his clients derive more value from their procurement functions—finding savings now while improving capabilities and ways of working for the future—and aids them in improving the effectiveness and efficiency of their supply chains. Teaming with his clients at all levels is key to success.
Before joining BCG, Robert was a vice president with A. T. Kearney.
For procurement organizations, today's uncertainty has made risk mitigation and cost reduction tougher than ever. Learning lessons from the pandemic will be key to survival and sustainable competitive advantage. See below for the critical steps that teams can take to overcome current shocks and withstand futures ones.
As economic pressure grows and budgets shrink, procurement officials need to revise their negotiating strategy with contractors so they get more for their countries’ money.
Defense agencies receiving a surge in COVID-19 stimulus funds must urgently adopt new patterns of procurement.
BCG has developed an effective approach that utilities can use to minimize the odds of being blindsided by a major supplier-related event.
The acquisitions process is notoriously time-consuming and onerous, but governments can attract stronger bids—and get quicker results—by taking action in five key areas.
Contrary to popular belief, the most successful digitization efforts do not begin with technology decisions. Focus instead on business and procurement objectives.
Data and advanced analytics, automation, and blockchain technologies can provide considerable value—if you know how to leverage them.
Transformative technologies for back-office processes don’t automatically deliver the promised payoff. To succeed, companies need a thoughtful, end-to-end plan.
Public agencies are under pressure to expand their offerings without busting their budgets. By carefully distinguishing legal and regulatory requirements from discretionary guidelines—many developed with little sense of costs—agencies can work flexibly and collaboratively with suppliers.
Prime contractors and integrators are getting squeezed by their customers (who want more affordable platforms) and their suppliers (who still charge high prices). Three tactical steps can help.
