The most effective procurement leaders we’ve profiled over 80 editions share one trait: they don’t wait for perfect data.
They act early — when signs are weak, and risks are still “hypothetical”.

📌 This week, we highlight three examples where leaders took decisive, early action — and won.

Situation:
Following global supply chain disruption, BMW launched a strategic shift toward rail for intra‑European transport to lower costs and emissions (BMW, 2023).

Tasks:
• Reduce transport costs by ~10 % while maintaining delivery reliability

Actions:
• Migrated bulk shipments from road to rail on key routes
• Optimized co-loading across suppliers
• Negotiated multi-year, rail-centric logistics contracts

Results:
• Transport costs dropped
• On-time delivery rates improved
• CO₂ footprint reduced (BMW, 2023)

Situation:
During the early COVID-19 pandemic, ventilator demand spiked and Medtronic rapidly ramped production, while also ensuring supply continuity (Medtronic, 2020).

Tasks:
• Maintain ventilator output despite global sourcing constraints
• Diversify supply sources

Actions:
• Shared ventilator designs publicly to support multiple contract manufacturers
• Activated regional production lines
• Expanded shift operations across facilities

Results:
• Ventilator output increased from ~100 to 500 units/week
• Supply resilience improved through broader geographic footprint (Medtronic, 2020)

Situation:
Store closures during COVID‑19 left Zara with record-high inventory and pressure on margins (Inditex, 2020).

Tasks:
• Reduce inventory by >30 % without sacrificing margins

Actions:
• Deployed AI-driven demand forecasting for production cuts
• Redirected excess stock to online and outlet platforms
• Accelerated reorder-to-delivery cycles

Results:
• Inventory down 32 %
• Maintained stronger gross margins than peers (Inditex, 2020)