A global aircraft manufacturer had secured new production contracts, but systemic issues throughout its supply chain threatened to keep it from meeting its new (or even current) customer orders. Bain suggested a new organization structure, category management approach, and contracting strategy, which helped the company improve its strategic decision making, reduce the number of suppliers, increase the number of long-term vendor contracts, and reduce buying-unit headcount. These actions trimmed more than 7% off its overall procurement costs. Equally important, the company was well-positioned to meet production demands.

BigWheels, a top car company, had a vast product offering, yet the company did not know which combinations customers truly wanted. The result was a noncompetitive cost structure, poor manufacturing performance and excessive inventory. Bain implemented customer-driven complexity reduction by focusing on the most profitable combinations and markets. The result: $75 million in first-year savings.