From military roots to boardroom leader, Patrick Hoffmann shares lessons from his extensive career
My journey into supply chain began during my time in the military, where I served in a supply chain unit,” begins Patrick Hoffmann, Managing Director of Inverto’s Chicago office. “As one of the first organizations tasked with moving equipment, material, and people from one place to another, the military was almost the inventor of the supply chain as we know it. Dealing with logistics and managing complex operations under pressure left a lasting impact on me and sparked my interest in how interconnected, adaptive, and mission-critical supply chains can be.
“Since then, I’ve spent over 20 years in consulting, driven by a desire to help organizations design supply chains that are both efficient and resilient. I’ve worked across sectors from consumer goods and pharma to industrials, supporting clients on everything from global sourcing transformations to digital procurement enablement. In my role at Inverto, I’ve led global strategic engagements, focusing on creating competitive advantage through procurement and building supply chains that can withstand disruption and enable growth.”
In his current role as the Managing Director of Inverto’s recently established Chicago office, Patrick clearly brings a wealth of experience in operational transformation and innovative supply chain management. Inverto, part of the BCG group, is dedicated to procurement and supply chain management, supporting companies to turn these aspects into strategic levers, whether that’s securing cost advantages, building resilience, or embedding sustainability into global operations.
“Our expertise spans the full supply chain lifecycle, from supplier strategy and sourcing to logistics optimization, inventory management, and digital enablement,” Patrick elaborates. “We’re increasingly helping clients to redesign their global supply chain footprints, implement control towers for real-time visibility, and manage risk across multi-tier supplier networks. What sets us apart is our ability to bridge strategy and execution; we don’t just deliver a roadmap, but we stay on to make it real. I’ve seen firsthand how a well-structured supplier collaboration program or a regional sourcing shift can unlock both operational and strategic value within months, and this pragmatic, hands-on mindset is at the core of how we work.”
Since the Covid-19 pandemic catapulted global supply chains into chaos, business leaders are now giving supply chains the credit they deserve, and we’re keen to explore Patrick’s thoughts on how the pandemic has changed attitudes for good. “Before the pandemic, the dominant logic was global, lean, and cost-optimized, but now companies are thinking in terms of resilience, agility, and visibility,” Patrick states. “Take a MedTech client we worked with, for example. Prior to the pandemic, they relied heavily on a single supplier in Asia for critical components, and when lockdowns hit, their production stalled within days. Within 18 months, they had implemented a dual-sourcing model and regionalized key elements of their production to Europe and North America. That shift wasn’t just a reaction, but a long-term resilience strategy.
“Another key change has been the rapid adoption of digital control towers. We’ve helped one client design and implement a control tower integrating real-time data from ERP, transport management systems, supplier portals, and even external signals like port congestion data. The solution leverages cloud-based architecture and AI to enable predictive alerts, flagging potential delays before they occur and recommending alternative logistics options. What made this project successful was not just the tech stack, but the way it was embedded into decision-making: we trained their teams to act on insights, not just monitor dashboards.”
Offering another case study, Patrick continues: “The pandemic also demonstrated that data matters more than ever. I remember working with an FMCG company in the early days of the pandemic. They had no visibility into their Tier 2 suppliers, and this blind spot led to a six-week production delay. Since then, they’ve fully mapped their supply network and introduced a proactive risk model that tracks geopolitical instability and climate vulnerability.
“If the pandemic taught us anything, it’s that resilience isn’t a luxury, it’s a necessity. What we’re seeing now is not just evolution, but a redefinition of purpose: supply chains are no longer just about delivering products efficiently in terms of cost and time, but instead about protecting the business and enabling growth. Many organizations have shifted from viewing procurement as a cost center to recognizing it as a strategic asset that drives innovation and long-term resilience.”
Strategic success
For anyone working in the supply chain, resilience is not a new idea, and it has dominated many conversations, including in Supply Chain World, since the pandemic, but it’s important to consider the strategy behind building such resilience. “In my experience, resilience comes down to three critical levers: structure, visibility, and governance,” Patrick shares. “Firstly, when it comes to structure, companies must explore multi-sourcing, nearshoring, and flexible manufacturing. Being reliant on overseas suppliers for key components can often cause delays, whereas nearshoring part of the supply base can shorten lead times, reduce geopolitical exposure, and improve responsiveness to demand shifts.
“End-to-end tracking systems across the network, from raw materials to final delivery, is key to achieving true visibility. This means integrating data from suppliers, logistics providers, and internal systems into a single platform to provide real-time insights. Lastly, in terms of governance, outlining scenario planning and escalation routines that are realistic, rehearsed, and embedded into decision making means supply chains are ready to cope with disruption. A good example is the use of digital twins, as this technology allows leaders to test scenarios before they occur. For one client, we’ve developed a digital twin model that simulates the impact of events like port closures or material shortages, allowing the company to make informed decisions when real disruptions emerge.”
As our conversation moves to another key challenge facing the sector, Patrick shares his experiences in creating more sustainable supply chains. “Sustainability in supply chains is no longer optional, but it’s far from straightforward,” he states. “The biggest barriers fall into three categories: lack of visibility beyond Tier 1 suppliers, misaligned incentives, and short-term focuses. To break through these barriers, companies need to embed sustainability directly into how they design, source, and govern their supply chains. For one of our clients, we’ve introduced a shadow carbon price, a mechanism where a company assigns a monetary value to its emissions, during supplier negotiations, enabling visibility of environmental trade-offs. Building this into sourcing decisions bridges the gap between sustainability goals and financial decision making, shifting the discussion from ‘can we afford this’ to ‘can we afford not to.’
“Other effective strategies are co-investing with key suppliers in lower-emission manufacturing capabilities to unlock Scope 3 emissions reductions, implementing digital traceability to understand the origin and impact of raw materials, and adopting circular thinking in design to involve procurement early in product development. Sustainability isn’t just compliance, but a strategic opportunity. The companies that succeed will be those that treat ESG as a core operating principle built into every decision, supplier relationship, and product design choice.”
What’s next?
As we move through 2025 and look ahead to 2026, supply chains are facing a convergence of systemic pressures – more frequent, more complex, and increasingly interconnected. “Geopolitical and trade tensions are at the forefront of everyone’s minds, and tariff regimes have become highly dynamic, forcing companies to rethink entire sourcing strategies,” Patrick explains. “Climate disruptions are also increasingly expected, with companies facing droughts in Europe, unseasonal flooding in Asia, and heatwaves in the US in the last few months alone. Also, with supply chains becoming more digitized and companies increasingly sharing data with suppliers, they’re becoming more exposed to cyber risk. I expect this to become a board-level issue, not just an IT concern, as we enter 2026.
“Based on what we’re seeing in the market right now, there are three trends that I believe will fundamentally define the future of supply chain management over the next five years. Firstly, we’re seeing a shift from reactive firefighting to forward-looking, AI-supported decision making that integrates real-time data. With regulations tightening, especially in the EU, Scope 3 emissions tracking is becoming non-negotiable, and companies are increasingly tracking emissions across the full value chain. Lastly, building talent and capabilities is a core supply chain strategy, as technology alone won’t deliver transformation, but people will.”
Having joined Inverto one year ago, we end our discussion by asking Patrick his reflections on his first full year in the position. “I joined Inverto to help strengthen the company’s presence in a new region, which is always super exciting,” he shares. “It has been a tremendous experience so far and it’s rewarding to be part of this amazing network. The Inverto team in North America is like a family, and it’s great to nurture new talent and create an environment that fosters success for both individuals and the wider company.
“Supply chains are entering an era where being fast, visible, and adaptive will matter more than being lean,” Patrick concludes. “At Inverto, we’re investing in AI enablement, integration of innovative solutions and ESG, and talent development because that’s where the next wave of value will be created. Transformation is not about reacting to disruption but rather designing for advantage. Companies that utilize procurement and supply chains not to only weather storms but to grow, innovate, and build trust are the ones that will succeed.”