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Supply Chain Strategy Consulting

Systematic Supplier Management Consulting

How supplier relationship management and strategic supplier integration increase value creation

Remaining competitive requires quality, innovation and security of supply, which can only be achieved by working together with suppliers as value creation partners. We show you how to build profitable, professional supplier relationship management and secure important innovation for your business.

In order to intensify collaboration with the right partners, supplier management should be firmly established in your company as a strategic process. Initially, extensive analyses should be carried out to evaluate suppliers and to ensure targeted supplier integration.

Through professional supplier relationship management, your business can promote innovation and growth and thereby secure competitive advantages. Develop your procurement into a value creator for your company and an attractive partner for your suppliers.

We provide professional analysis, supplier evaluation and categorisation, strategy development and the implementation of supplier relationship management.

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Strategic supplier management



How do we do it? Our approach to supplier management consulting:


In the first step, we analyse the current maturity level of your supply chain to check what measures can be taken to bring your supply chain performance up to the top level.

To prepare for strategic supplier management and supplier integration, we also use added value analysis to show you how introducing new supplier management can affect your business.

Supplier evaluation and categorization

In addition to traditional features such as product quality, price, conditions and logistics, supplier development or integration programmes are also based on factors such as innovation, sustainability, technology and security of supply. This allows you to identify and exclude suppliers with potentially poor performance at an early stage. Measuring suppliers’ capacity for innovation is a challenge that primarily requires qualitative assessment points.

Evaluating your suppliers is especially important to find out where it is worth adopting a strategic focus to make target-oriented investments. Which suppliers offer especially great potential in terms of your growth? Using an extensive list of criteria, we conduct the supplier evaluation and obtain feedback in all relevant areas of your company (procurement, product development, production, logistics, etc.).


Strategy development

Categorising your suppliers takes place after the initial supplier evaluation. Segmentation serves as the basis for proposed processes for individual suppliers as part of your supplier relationship management. We draft a strategy for the targeted processing and qualifying of your suppliers and then we show you which suppliers are worth further development, cooperation or partnership and the optimal way to do so. Systematically use the potential of your suppliers.

Supplier qualification and support

Suppliers who meet the defined criteria can be considered for more intensive support. In supplier development, the vulnerabilities established in the assessment process are taken as points for further development. Depending on the situation and shortcomings, objectives and actions are prescribed to improve suppliers’ performance. For example, joint workshops can improve the quality of supply and harmonise processes.

Developing suppliers that are categorised as particularly strong enables you to fully exploit their performance potential, ensuring that you gain the right partners for strategic supplier integration. This means that suppliers can help to improve the company’s processes and products or even be integrated into your company’s development processes.


Even a highly qualified procurement team, which achieves top terms in negotiations, needs the necessary skills to strategically manage supplier relationships. New challenges mean that your procurement department must accomplish a complex set of tasks.

As an interface between internal departments (e.g. product development) and external suppliers, procurement is the ideal lynchpin to use the potential of supplier management and promote innovation for your company. We train your procurement department accordingly and develop it into a high-performance team.


We will show you how your company can ensure success – not just on paper, but in practice – and we will implement the system we have developed for you.

E-procurement is a prerequisite for digitalisation in procurement. Your suppliers are also preparing for progressive digitalisation, increasing efficient digital processes in cooperation with your suppliers and promoting efficiency. Professional supplier relationship management therefore requires fast, efficient processing of procurement data using innovative tools.

To do this, we analyse your requirements and define a target profile according to the new processes. We evaluate suitable service providers for a tender and lead the negotiations for you so that you get the best tool for your needs. Once a service provider has been selected, we provide you with comprehensive support for both the conceptual and technical implementation.

Measurable results and monitoring

Strategic supplier management also involves consistent supplier monitoring. Strategic monitoring goes beyond monitoring key indicators of supplier performance; above all, by highlighting risks and potential for development in the areas of processes, quality and profitability, the focus is on improving supplier performance.

This active monitoring ensures that you can exploit the potential of supplier relationships for the long term.

Supplier and risk management backed up by real data

Active risk management allows you to plan ahead and respond to market changes early. The crucial value drivers here are not in technology, but in the correct interpretation of the data generated along the value chain. We design and implement an individual supplier risk management system for you that ensures regular supplier assessments and provides early warning mechanisms. You can then carry out active measures in the future to prevent risks in your procurement and avoid downtime costs. Data-based supplier risk management puts you in an optimal position for the future of digitisation.


Supplier relationship management consulting INVERTO





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What our clients say about us

Maryne Lemvik, CEO Skanem AS

„In an interactive sales training with a high degree of practical relevance, our sales staff learned how to approach negotiations like buyers. This change of perspective has decisively changed our sales negotiations. Thanks to INVERTO, our employees now feel better prepared and can draw on professional methods and tactics to achieve better negotiation results - a decisive step in the further development of our sales.“

Ole Anton Gulsvik, CEO, Seven Seas

„INVERTO conducted a detailed analysis of our international processes, and by introducing a new strategic approach for our procurement, it achieved substantial efficiency gains.“

Patrick Juhl, Head of Procurement, Seven Seas

„As a result of the central procurement organization implemented by INVERTO, as well as the pooling of demands, we were able to make double-digit percentage savings.“

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Thomas Pfeiffer, Head of Product Development at

„Together with INVERTO, we have achieved a result that we did not think possible at the beginning of the project. The overall package of tender preparation, service provider workshops and rounds of negotiations at top management level has raised our hosting landscape to a new level of price performance. I thoroughly recommend working with INVERTO.“

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Dr. Jürgen Wickl, Managing Director of Styria Media IT

„By preparing a functional specification, we managed to advertise requirements in a tailored way. INVERTO’s orientation towards precise customer requirements and benchmarks as well as professional negotiations has contributed significantly to the success of this project. The close involvement of employees in this structured tender process is an additional bonus, and something which will benefit us in years to come.“

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Siniša Mitrović, mag.oec., Managing director, Styria Tiskara Zagreb

„Due to the flexibility of the team, we managed to receive additional offers from suppliers and hence increase competition between existing suppliers. Through centralization of our former pick-up locations in Croatia and Bosnia-Herzegovina we managed to reduce the operational work for our employees. Furthermore, this centralization led to a huge additional revenue from our waste paper business. The project work with INVERTO was very professional and made this great result possible.“

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Marc Lamure, Director, Montagu Private Equity Associates LLP

„INVERTO has helped D.O.R.C. with the professionalization of the procurement organization and accompanied the supplier negotiations for various products and services. By implementing new processes and working with procurement staff, the achieved savings enhance sustainability and will result in a more profitable organization.“

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Erwan Quemener, Purchasing Director, Chassis Brakes International

„INVERTO helped us in raising undreamed-of sources of savings in both direct material and indirect material areas. They did not only identify these potentials but they supported us in the implementation phase with a great professionalism.“

Nick Gerrard, CFO, MID Essex Hospital Services NHS Trust

„INVERTO’s market and product knowledge have been invaluable in helping the Trust deliver substantial cost savings in a short space of time. They have the ability to talk the clinicians language, optimise the procurement process and deliver a result the trust could not have achieved itself.“

Bart Stubbe, Vice President of Purchasing LINPAC Group

„INVERTO are assisting LINPAC since early 2008 in transitioning from a decentralised to a category purchasing structure, bringing sourcing expertise, skilled resources, technology and methodology to recognise, create and release value to the company.“

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