Inverto First Round

Hi there,

Your framework makes sense, but I would treat it more as a procurement toolkit than as a fixed structure to use in every case.

Given Inverto’s procurement focus, I would expect the case to be more specialised than a standard BCG generalist case, particularly around sourcing, supplier economics, cost structures and implementation considerations.

A few things I would focus on:

• Start from the objective. Your Demand & Specification, Supplier Market & Sourcing, and TCO & Risk buckets contain relevant levers, but I would not force all three into every case. Build the structure around the actual question, then bring those levers in where they fit.

• On the quantitative side, I would be comfortable with spend and savings calculations, weighted supplier prices, TCO comparisons, break even on switching or implementation costs, volume aggregation, sourcing scenarios and basic logistics or inventory economics. The key is not only calculating the saving, but understanding whether it is a real economic saving once freight, quality, implementation and risk are considered.

• A 25 minute case probably means you need to be very selective. I would expect less room to explore many branches and more emphasis on a concise structure, one or two key analyses, a quantitative component and a clear recommendation.

I would also spend some time networking with people at Inverto US. Even if there is overlap with BCG style problem solving, the specialisation can create meaningful differences in the cases and in what interviewers emphasise. Speaking with people who know the US process can help you calibrate those nuances.

And I would prepare Why Inverto? particularly well. You should be able to explain not only why consulting, but why procurement and supply chain, and why you prefer this type of specialised environment over a broader generalist role.

Overall, I think you are preparing in the right direction. I would just make sure the framework stays objective driven rather than procurement framework driven.

Best,
Carlos

Hi,

Your framework makes sense, though how much of it you use depends a lot on the type of case you get, so I would not walk in with a fixed structure. On a cost reduction case for example sometimes a framework like this could fit better:

--> reduce the need for resources, cutting non value adding activities and reducing scope / service level

--> meet the same needs with fewer resources, through productivity, standardization etc

--> reduce the unit cost of the resources you keep, through sourcing and procurement, labor cost, ..

--> sustainability and risks, one-off versus structural savings

I have helped a few candidates land an offer with BCG Inverto over the last few months and the structure of the interview is quite similar to traditional BCG, with a fit part, a part on your experience on previous projects, and then the case. The case will definitely include a quantitative component, so make sure you prepare for that.

If you want to discuss deeper on your personal preparation feel free to reach out via DM.

Best,

Franco

Your framework makes sense as a toolbox.

It becomes a bad framework the moment you force it onto every procurement case :)

Remember for procurement/supply chain, first you need to ask the objective.

In general this will either be Reducing Costs or Fixing/Optimizing Production.

If it's a cost-reduction case, your demand/specification, sourcing, TCO, risk, etc. ideas can absolutely be relevant.

But let the objective dictate the structure, not the fact that you're interviewing with Inverto.

On the quantitative side, don't try to predict an exact list. Sure, be ready for things like spend/savings, supplier comparisons, price/volume, TCO, logistics and inventory.

But even if you memorized 1,000 possible math questions, they could give you question 1,001!

Learn how to break down whatever math problem comes your way.

And 25 minutes?

It means it's a shorter case. That's about all I'd infer.

You still need to be ready for structuring, problem solving, math, exhibits, brainstorming and synthesis. Don't overengineer the timing.

I'd read:

The Most Common Pitfalls in Case Interview Preparation

How to Shift Your Mindset to Ace the Case

And practice an operations-heavy case like Bain 1st Round: Last Mile Delivery.

The Consulting Offer Blueprint is also useful here for building business judgment.

Hey there :)

Your framework is definitely on the right track. For a 25 minute case, though, I’d simplify it a bit so you don’t spend too much time listing every possible lever. I’d think in three buckets: demand and specifications, supplier and sourcing options, and total cost plus risks. Then let the case guide you into the relevant sub points.

For the quantitative part, I’d be ready for things like purchase price savings, volume and spend calculations, supplier comparisons, TCO calculations, savings from volume bundling, and potentially a simple make versus buy calculation. I’d also expect some chart or data interpretation.

The 25 minute timing is actually quite useful information. I’d expect a fairly focused case with maybe one main calculation and one or two exhibits rather than a long case with several different branches. They’ll probably care quite a bit about how quickly you identify the relevant procurement levers and turn the numbers into a clear recommendation.

Best, Alessa :)

Those levers are useful for procurement work, but I would keep them as a menu rather than a fixed three-part structure. Clarify the case objective first (cost reduction, make-versus-buy, supplier consolidation or risk mitigation) and only then pull the buckets that actually answer it. Forcing demand, sourcing and TCO into every prompt is what turns a good set of ideas into a rigid framework.

On maths, be ready for themes that show up often in sourcing cases: baseline spend and a savings waterfall, comparing suppliers on unit price versus total cost including freight and quality, and a simple switching or implementation payback. Drill the method, not a memorised question list.

Twenty-five minutes usually means you will not explore every branch. Structure quickly, pick one or two analyses that move the recommendation, finish the quant cleanly and leave two minutes for a crisp “what I would do and why”. Practise that full arc once under a timer before the interview.

is this for associate consultant or consultant?