BMW has spent the past several years looking like the most composed member of Germany’s increasingly unsettled automotive industry.

Volkswagen has been trying to shrink a cost structure built for a larger European market. Porsche has struggled with falling demand in China. Mercedes-Benz has been cutting costs and reconsidering the breadth of its vehicle portfolio.

BMW appeared to have given itself more room to maneuver.

It continued investing in electric vehicles without committing its entire future to a single propulsion technology. Its factories retained the flexibility to build combustion, plug-in hybrid, and electric models. Its premium positioning also offered some protection from the price competition consuming the lower end of the market.

That strategy has not failed. But it has not insulated BMW from the forces now reshaping the European automotive industry.

BMW said in late July that it would eliminate several thousand positions in Germany by the end of 2027 through a voluntary severance program. The cuts are aimed at administrative and development functions, not production workers. Reuters, citing a person familiar with the plan, reported that BMW’s global workforce could eventually decline by roughly 8,000 positions. BMW has not publicly confirmed that figure.

The distinction matters.

This is not simply another automaker cutting factory employment because demand weakened. BMW is taking a harder look at how the company is managed, how decisions move through the organization, and how much overhead is required to develop and sell a vehicle.

At nearly the same time, France, Germany, and the European Commission are moving toward a more deliberate effort to keep automotive production and component value inside Europe.

The two developments belong together.

BMW is trying to become leaner and faster. Europe is preparing to make automotive sourcing more regional, more traceable, and more closely tied to public policy.

The first effort may simplify BMW. The second could make its supply chain considerably more complicated.

BMW’s Margins Leave Little Room for Delay

BMW’s second-quarter results explain why management is prepared to revisit structures that once appeared permanent.

Group profit before tax fell 35.1% from the previous year to €1.697 billion. Revenue declined 7.9% to €31.259 billion. Within the automotive segment, earnings before interest and taxes fell 60.7% to €629 million. The automotive operating margin dropped from 5.4% to 2.3%.

BMW attributed the pressure to lower volumes, intense competition in China, currency movements, higher depreciation, commodity costs, and additional U.S. tariffs. Tariffs alone reduced the automotive margin by approximately 1.25 percentage points during the second quarter and first half.

The company has already been cutting spending. Selling and administrative expenses in the automotive business fell 8.3% during the quarter. But those reductions were not enough to offset the deterioration in the market.

China remains the most immediate problem.

BMW Group deliveries in China fell 30.2% during the second quarter, from 168,959 vehicles to 117,927. Deliveries were down 20.4% for the first half. Global second-quarter deliveries declined 4.9%, despite growth in Europe and the United States.

China once provided German premium automakers with a powerful source of volume, profit, and confidence. Those earnings helped finance large engineering organizations, broad vehicle portfolios, and the enormous cost of developing the next generation of vehicles.

That economic engine is becoming less dependable.

Chinese automakers are no longer simply lower-cost competitors. They are developing new vehicles quickly, integrating software effectively, and competing most aggressively in the electric-vehicle segments where much of the industry’s investment is now concentrated.

BMW has reduced its expected 2026 automotive margin from 4%–6% to 1%–3%. It now expects deliveries to decline slightly and group profit before tax to fall significantly from the previous year.

Those numbers turn the discussion from incremental improvement to structural change.

The Next Restructuring Will Reach the Office

BMW’s decision to focus voluntary departures on administration and development says a great deal about where management believes the company has become too heavy.

Automotive complexity accumulated over decades. New regions, brands, technologies, regulations, and vehicle programs created new processes. Those processes created committees, specialists, interfaces, and layers of management.

That structure was easier to support when margins were higher and China was growing. It becomes much harder to justify when an automaker must simultaneously fund combustion engines, plug-in hybrids, battery-electric vehicles, software platforms, batteries, and autonomous-driving systems.

BMW’s new CEO, Milan Nedeljkovic, has said the company will revisit processes and structures that were previously considered untouchable. The review will extend across sales, procurement, production, and development. BMW also plans to reduce some model variants where demand no longer justifies the complexity.

That may matter more than the final number of job cuts.

A company can remove thousands of positions and still leave the underlying work untouched. The remaining employees simply inherit the same reports, approvals, meetings, and handoffs.

BMW’s real challenge is to remove work from the system.

That may mean fewer model combinations, fewer approval layers, tighter engineering priorities, and a more direct connection between product decisions and supplier execution.

Artificial intelligence will have a role in document-heavy areas such as procurement, engineering support, finance, and compliance. But the technology is not the central story.

The real test is whether BMW uses it to eliminate steps and shorten decision cycles, or merely asks a smaller workforce to operate the same complicated organization.

Germany’s Supplier Base Faces the Harder Transition

BMW’s restructuring will attract attention because of the company’s size. The more severe adjustment may occur among suppliers.

The German Association of the Automotive Industry estimates that the country lost roughly 100,000 automotive jobs between 2019 and 2025. It projects that another 125,000 could disappear by 2035 under current conditions.

Suppliers are caught between two technology systems.

They must continue supporting combustion vehicles that still generate substantial volume and cash flow. At the same time, they must invest in electric drivetrains, battery systems, power electronics, sensors, software, and thermal management.

The old business is expected to decline. The new business often lacks the scale or margins to replace it.

Automakers also continue pushing suppliers for cost reductions while those suppliers face higher European energy, labor, financing, and regulatory costs.

This is why European suppliers are pressing for a meaningful definition of “Made in Europe.”

Their concern is not simply where final assembly occurs. A vehicle can be assembled in Europe while much of its battery, electronics, materials, software, and component value comes from elsewhere.

Europe retains the assembly jobs but gradually loses the industrial capabilities that determine where engineering expertise, intellectual property, and future investment reside.

“Made in Europe” Becomes a Supply-Chain Rule

The European Commission’s proposed Industrial Accelerator Act is an attempt to reverse that drift.

Introduced in March, the proposal would increase demand for European-made, low-carbon industrial products and strengthen capacity in strategic sectors. For the automotive industry, it would connect selected public support and procurement programs to European assembly, regional content, and critical-component requirements.

The proposal has not yet completed the EU legislative process.

According to the framework described by the European automotive supplier association CLEPA, a qualifying vehicle would need to be assembled in the EU and meet a 70% regional-content threshold. A separate 50% threshold for designated critical components would take effect three years after the final regulation is published.

The political logic is straightforward. Europe does not want public money intended to support European industry flowing primarily into imported batteries, electronics, and other technologies.

The supply-chain implications are much less simple.

A 70% threshold turns the nationality of a vehicle into a data problem.

Automakers will need to know not only where final assembly occurred, but where the value inside the vehicle originated. That may require tracing battery cells, power electronics, semiconductors, magnets, software, castings, and raw-material processing across multiple supplier tiers.

Most automakers have strong visibility into tier-one suppliers. Visibility further upstream is far less consistent.

A battery pack may be assembled in Europe using cells produced elsewhere, materials processed in another country, and electronic controls from a third. A semiconductor may be designed in Europe, fabricated in Asia, and packaged in another region.

Regional-content rules will turn those relationships into eligibility decisions.

Procurement teams will have to consider whether a sourcing choice moves a vehicle above or below the threshold and whether that affects access to public incentives or government purchasing programs.

The least expensive component may no longer produce the lowest total cost.

Europe Can Buy Time, Not Competitiveness

There is a legitimate case for protecting critical European industrial capabilities.

China has used coordinated investment, financing, infrastructure, procurement, and industrial policy to build strong positions in batteries, electric vehicles, critical-material processing, and solar technology. The United States has also become more willing to connect public incentives to domestic production.

Europe is responding to a world in which its competitors are already managing industrial outcomes.

But regional-content rules cannot solve BMW’s core operating problems.

They cannot shorten vehicle-development programs, improve software, eliminate unnecessary approvals, restore Chinese demand, or guarantee that a European supplier is globally competitive.

Industrial policy may create time, demand, and investment incentives. BMW still has to use that time well.

That is the tension at the center of the story.

Europe is trying to preserve the automotive supply chain from the outside. BMW is trying to rebuild its competitiveness from the inside.

Both efforts may be necessary. Neither is sufficient on its own.

The future of Europe’s automotive industry will not be determined simply by how many vehicles are assembled in Munich, Stuttgart, Wolfsburg, or elsewhere in the EU.

The more important question is how much of the vehicle’s value is created there.

Europe could retain assembly plants while losing batteries, electronics, software, semiconductors, materials processing, and engineering. Cars would still leave European factories, but a smaller share of the economic and technological value would remain in Europe.

BMW’s cuts are therefore more than another automotive cost program. They are evidence that the next restructuring will extend through management, development, procurement, supplier networks, and the rules used to determine where a vehicle truly comes from.

Europe is preparing to defend its automotive industrial base.

BMW is preparing for the possibility that defense will only buy time.

The post BMW’s Job Cuts Reveal the Real Battle Over Europe’s Automotive Supply Chain appeared first on Logistics Viewpoints.

Don’t React to the Market—Lead It.

Procurement season is here, and navigating seasonal shifts requires more than isolated bidding tools or standalone market data. To make confident decisions, you need your rates, market intelligence, complex data, and internal systems working as one connected engine.

In this concise, 20-minute live product tour, you’ll discover how bringing rate management, forecasting, and seamless TMS/ERP integration together gives you full control over every procurement event.

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Run Smarter Procurement Events
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Have questions? Bring them to the session for a live Q&A.
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The post Master Tendering Season: Combining Rates, Complex Data & Forecasts for Smarter Procurement appeared first on Freightos.

You’re invited to join us for our upcoming July Freightos Global Freight Outlook market update webinar, on August 13th at 10:00am ET.

We’ll take a data-driven look at the latest in the international ocean and air freight markets, focusing on ocean implications from the latest in the Strait of Hormuz, indications for an early end to peak season on some lanes but signs of a rally for the transpacific, and the latest in tariffs and the trade war.

The post Freightos Global Freight Outlook – August 2026 appeared first on Freightos.