Managing Director & Senior Partner
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 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.
To support their company’s strategic decisions, procurement leaders should monitor a wide variety of trends that affect supply availability and costs.
Most risks to supply chains are predictable. This means that companies can & should take steps to be prepared to handle them.
To prevent the semiconductor crisis from happening again, resilient operations must be backed by a systemic approach that puts procurement at the core.
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.
Data-driven transparency provides the basis for setting performance targets, designing and implementing collaborative vendor development programs, and activating the broader business ecosystem.
Efficiency in supply chain operations shouldn’t come at the expense of flexibility. Here’s how leading companies achieve both.
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.
Even companies with modest direct-emissions footprints can make a global impact on decarbonization by implementing nine initiatives in their supply chains.
BCG's Daniel Weise discusses the three primary ways in which procurement organizations are pursuing—and benefiting from—innovations in digitization.
To optimize their cost-cutting efforts, smart companies are turning to their suppliers.
Category strategy can improve cost savings, decrease supplier risks, enhance innovation and flexibility, and heighten the influence of the procurement office throughout the company. Here’s how.