The powerpoint presentation based on my dissertation. It is much less complete than the dissertation itself, as the presentation must only last 3 minutes.
Please feel free to leave any comment or suggestion !
Automotive Supply Chain Management-A2Z by Rahul GuhathakurtaRahul Guhathakurta
This document discusses various concepts related to automotive supply chain management. It begins by introducing the SCOR model framework for supply chain processes. It then covers topics like supply chain planning, inventory management, collaboration tools, and network visibility across inbound and outbound supply chains. Specific models for build-to-forecast and build-to-order operations are examined. Counterfeiting risks in the aftermarket parts supply chain are also reviewed. Key concepts around economic order quantity, reorder point, and managing demand uncertainty are analyzed through examples.
Supply Chain & Logistics Basics: The Automotive Supply ChainAngela Carver
Despite the economic downturn, the U.S. automotive supply chain has seen significant growth. Sales volume increased from 10 million to 15.6 million units between 2009 and 2013. These unit increases can be associated not only to improvements in economy, but solid efforts to implement industry best practices to solve supply chain challenges. Some of the top challenges faced by the automotive supply chain include inability to adapt to fluctuations in demand due to capacity constraints, financial constraints due to lack of liquidity, supply chain complexity increases with the globalization of the supply chain, qualified labor shortages and lack of information visibility with legacy technologies. Outdated supplier technology is present most often in tier 2 suppliers such as metal stampers and die casters. Lack of production management systems causes significant delays for OEMs and downstream supply chain partners.
According to the Global Supply Chain Survey 2013 automotive industry leaders plan to focus on both continuous improvement efforts relating to production efficiency and inventory management. Focusing on improving these areas can help to reduce costs and increase supplier collaboration. The top four areas of focus identified in this study were cost minimization, delivery performance, volume flexibility and complexity management. This is where industry best practices come into play. To address these issues automotive supply chain operators are implementing EDI/ASN to more effectively manage inbound shipment schedules and facility staffing. The information gleaned from this change allows these businesses to be proactive rather than reactive. Supply chain managers are also implementing documentation management protocols in order to comply with regulations and improve recall execution. In response to omni-channel retailing the automotive supply chain is also now aggregating orders into once centralized location such as a warehouse management system (WMS). This provides fulfillment centers with a more holistic view of inventory data. With this more accurate view of data, supply chain operations can also reduce on-hand inventory and focus on a just-in-time (JIT) replenishment strategy. This helps to reduce costs creating savings that can be passed on to customers. Transportation routing and other analytics are also being used to make data more accessible to all key supply chain players, including customers. To access more valuable automotive supply chain resources contact Datex experts today at www.datexcorp.com or marketing@datexcorp.com or call 800.933.2839 ext 243.
This presentation briefly tries to explain the supply chain management in Toyota Automobiles. The presentation is co-developed by Shashank M.A, Saiganesh N.P. & Anju Pillai.
By:-
Aniruddh Tiwari
Linkedin :- http://in.linkedin.com/in/aniruddhtiwari
This document discusses transportation networks and planning. It covers several key topics:
1. The role of transportation in supply chains is to provide critical links between organizations, permitting goods to flow between facilities and promoting supply chain competitiveness.
2. Different transportation modes like trucks, rail, air and water each have their own costs, capacities and issues to consider. Designing transportation networks requires balancing these factors against inventory and responsiveness needs.
3. Transportation network design options include direct shipping, shipping through distribution centers, using milk runs, and tailored networks. Each have their own pros and cons regarding costs, complexity and inventory levels.
Supply Chain Management, Sourcing Pricing and Procurement Process ,
Presentations By Rajendran Ananda Krishnan, https://www.facebook.com/ialwaysthinkprettythings
Supply Chain Management of TOYOTA.......case study by sabio bernard.Sabio Bernard
Toyota is a global auto manufacturer known for its lean manufacturing system called the Toyota Production System (TPS). TPS was developed to improve quality and productivity with the goal of efficiently producing vehicles for customers. Toyota has a global strategy of opening factories in each market it serves and designing plants with flexibility to export to other markets when local demand weakens. For its supply chain, Toyota must address questions around plant location, capacity, market allocation, and product design flexibility to facilitate efficient global manufacturing and distribution.
Automotive Supply Chain Management-A2Z by Rahul GuhathakurtaRahul Guhathakurta
This document discusses various concepts related to automotive supply chain management. It begins by introducing the SCOR model framework for supply chain processes. It then covers topics like supply chain planning, inventory management, collaboration tools, and network visibility across inbound and outbound supply chains. Specific models for build-to-forecast and build-to-order operations are examined. Counterfeiting risks in the aftermarket parts supply chain are also reviewed. Key concepts around economic order quantity, reorder point, and managing demand uncertainty are analyzed through examples.
Supply Chain & Logistics Basics: The Automotive Supply ChainAngela Carver
Despite the economic downturn, the U.S. automotive supply chain has seen significant growth. Sales volume increased from 10 million to 15.6 million units between 2009 and 2013. These unit increases can be associated not only to improvements in economy, but solid efforts to implement industry best practices to solve supply chain challenges. Some of the top challenges faced by the automotive supply chain include inability to adapt to fluctuations in demand due to capacity constraints, financial constraints due to lack of liquidity, supply chain complexity increases with the globalization of the supply chain, qualified labor shortages and lack of information visibility with legacy technologies. Outdated supplier technology is present most often in tier 2 suppliers such as metal stampers and die casters. Lack of production management systems causes significant delays for OEMs and downstream supply chain partners.
According to the Global Supply Chain Survey 2013 automotive industry leaders plan to focus on both continuous improvement efforts relating to production efficiency and inventory management. Focusing on improving these areas can help to reduce costs and increase supplier collaboration. The top four areas of focus identified in this study were cost minimization, delivery performance, volume flexibility and complexity management. This is where industry best practices come into play. To address these issues automotive supply chain operators are implementing EDI/ASN to more effectively manage inbound shipment schedules and facility staffing. The information gleaned from this change allows these businesses to be proactive rather than reactive. Supply chain managers are also implementing documentation management protocols in order to comply with regulations and improve recall execution. In response to omni-channel retailing the automotive supply chain is also now aggregating orders into once centralized location such as a warehouse management system (WMS). This provides fulfillment centers with a more holistic view of inventory data. With this more accurate view of data, supply chain operations can also reduce on-hand inventory and focus on a just-in-time (JIT) replenishment strategy. This helps to reduce costs creating savings that can be passed on to customers. Transportation routing and other analytics are also being used to make data more accessible to all key supply chain players, including customers. To access more valuable automotive supply chain resources contact Datex experts today at www.datexcorp.com or marketing@datexcorp.com or call 800.933.2839 ext 243.
This presentation briefly tries to explain the supply chain management in Toyota Automobiles. The presentation is co-developed by Shashank M.A, Saiganesh N.P. & Anju Pillai.
By:-
Aniruddh Tiwari
Linkedin :- http://in.linkedin.com/in/aniruddhtiwari
This document discusses transportation networks and planning. It covers several key topics:
1. The role of transportation in supply chains is to provide critical links between organizations, permitting goods to flow between facilities and promoting supply chain competitiveness.
2. Different transportation modes like trucks, rail, air and water each have their own costs, capacities and issues to consider. Designing transportation networks requires balancing these factors against inventory and responsiveness needs.
3. Transportation network design options include direct shipping, shipping through distribution centers, using milk runs, and tailored networks. Each have their own pros and cons regarding costs, complexity and inventory levels.
Supply Chain Management, Sourcing Pricing and Procurement Process ,
Presentations By Rajendran Ananda Krishnan, https://www.facebook.com/ialwaysthinkprettythings
Supply Chain Management of TOYOTA.......case study by sabio bernard.Sabio Bernard
Toyota is a global auto manufacturer known for its lean manufacturing system called the Toyota Production System (TPS). TPS was developed to improve quality and productivity with the goal of efficiently producing vehicles for customers. Toyota has a global strategy of opening factories in each market it serves and designing plants with flexibility to export to other markets when local demand weakens. For its supply chain, Toyota must address questions around plant location, capacity, market allocation, and product design flexibility to facilitate efficient global manufacturing and distribution.
Supply Chain Management With Brief Case StudiesMohit Jain
The document provides information about a seminar presentation on supply chain management. It discusses what a supply chain is, provides an example of a supply chain using Coca-Cola, and discusses issues in supply chain management such as matching supply and demand, inventory management challenges, and the bullwhip effect. It also provides examples of successful supply chain management by companies like Walmart and Dell.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
Value chain and competitive advantage of pt toyota ppt (task)stmt trisakti
Toyota has developed an integrated lean manufacturing system called the Toyota Production System (TPS) to improve quality and productivity. TPS focuses on just-in-time production, continuous flow, and stopping production to fix problems. Toyota also focuses on cost leadership through lean supply chain management and reducing inventory levels. Other competitive advantages include their strong company culture developed around the Toyota Way principles, human resource practices, and segmentation of customers.
“ASRS - Automated Storage/Retrieval System is defined as a storage system that performs storage and retrieval operations with speed and accuracy under a defined degree of automation.”
Toyota implemented the Just-In-Time (JIT) production system to eliminate waste and reduce costs. JIT focuses on producing only what is needed when it is needed through continuous improvement efforts. Toyota pioneered JIT, which relies on small lot sizes, pull production, and close supplier relationships to minimize inventory and expose problems. Key aspects of Toyota's legendary production system include kanban cards to regulate production, heijunka level scheduling, and employee participation. JIT helped Toyota become the world's largest automaker through low costs, high quality, and customer satisfaction.
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENTAjeesh Mk
This Presentation "Warehousing and storage in supply chain management" covers topics Warehouse and Storage, Warehouse Management, Functions, Economic and Service Benefit, Principles of Warehouse design, Kinds of Warehouse etc.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Cross docking is a logistics activity that reduces costs and lead time. It involves breaking down received items on the loading dock and immediately matching them with outgoing shipment requirements instead of storing items in a warehouse. This eliminates the need to place inventory in storage. Goods arriving from vendors already have a customer assigned, so workers simply move shipments from inbound to outbound trailers bound for the appropriate destination. There are two types - pre-distribution where items arrive tagged for transfer, and post-distribution where the crossdock allocates material to stores. Major retailers like Walmart have popularized crossdocking to reduce costs in their supply chains.
Sourcing involves purchasing goods and services and deciding whether to outsource supply chain functions. Key considerations for outsourcing include whether it will increase supply chain surplus, how much surplus the firm will capture, and potential risks. Supplier performance is evaluated based on multiple factors like price, quality, and timeliness that affect total costs. Effective sourcing decisions use supplier scoring, contracting, auctions or negotiations to improve supply chain profits through strategies like design collaboration, risk sharing, and performance incentives.
1. Tata Motors produces a range of commercial and passenger vehicles under the Tata brand. This includes the Tata Nano, the cheapest car in the world priced at 100,000 rupees.
2. The manufacturing process for vehicles involves several steps from pressing body panels to assembly and painting. Parts are sourced from a network of tier 1, 2 and 3 suppliers.
3. Finished vehicles are distributed nationwide using rail and container transport networks before reaching dealerships and showrooms for sale to customers.
L&T Construction faced challenges managing its large and geographically dispersed supply chain for construction projects. It implemented an Enterprise Information Portal (EIP) to connect all project sites to headquarters. EIP helped track activities, leverage purchasing power, reduce costs and increase returns. It brought together design, development, bidding, budgets and planning on a single platform. To further streamline vendors, L&T implemented a web-based supply chain management solution. This allowed online ordering and offline delivery, integrating participants and minimizing supply chain costs. The solution and EIP helped L&T achieve supply chain success despite the complexities of the construction industry.
This document summarizes key aspects of vehicle routing problems (VRP). It discusses the traveling salesman problem (TSP) as a special case of VRP where a single vehicle must visit multiple locations. It also describes more complex VRP formulations that involve multiple vehicles with capacity constraints serving multiple customers. Heuristics for constructing initial feasible routes and improving routes are described. Finally, an example employee pickup VRP problem in Bangalore, India is presented to illustrate a real-world application of VRP.
This document discusses Ford Motor Company's vision to provide sustainable transportation that is affordable. It outlines Ford's short and long term corporate goals. The strategic directions to achieve Ford's vision include integrating with customers, suppliers and internally, changing from sequential to real-time information sharing, reducing supply chain costs, and aligning IT with goals. It also discusses the competitive forces in Ford's industry and compares Ford's current complex supply chain model to Dell's simpler single-tier model. Recommendations are provided on how Ford could apply some of Dell's approaches to improve its supply chain and customer service.
Transco India Ltd is a Rs 3 Crore logistics company established in 2008 to provide supply chain solutions to the Indian retail industry. It has 2 branch offices, warehouses totaling 1 lakh sqft near highways, and 75 employees. Transco aims to close gaps in the supply chain through direct consignment, reducing cycle times and costs, and improving services for manufacturers and retailers. It provides services like returns management and re-marking from its Delhi mother warehouse.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
Information sharing is a major challenge in SCM due to the geographical spread of partners and monumental paper work involved across countries and regions. Digitisation impacts the flow of goods, funds and information. It is at the threshold of introducing the Smart Factory where all flows are automated. How relevant are these technologies for India? What can be the Smart Approach for India in sequencing the adoption of these technologies? We present a suggested approach here.
This document discusses last mile delivery. It defines last mile delivery and explains its importance for meeting customer expectations of fast delivery. It provides examples of last mile delivery for both B2C and B2B contexts. The document also outlines some of the key challenges of last mile delivery like high costs, late deliveries, and outdated technology. It explains that last mile delivery is expensive due to consumer expectations of fast shipping and real-time tracking, as well as issues related to failed deliveries that increase replacement costs. Finally, it discusses some improvements in last mile delivery like route optimization, auto-dispatch systems, real-time tracking, and analytics that help increase efficiency and lower costs.
Transportation in a supply chain managementsai krishna
The document discusses transportation in supply chains. It describes the key factors in transportation decisions, various modes of transportation including their characteristics and considerations, and designing transportation networks. The roles of shippers and carriers are defined. Details are provided on transportation via air, truck, rail, water, pipeline, intermodal, and their trade-offs and issues in planning transportation.
Analysis of BMWs Global Supply Chain Network - its production - distribution ...Sachin Mathews
This document provides an analysis of BMW's global supply chain, including its production, distribution, sourcing strategies, and mechanisms. It begins with an introduction and overview of key aspects of automotive supply chains. It then focuses on BMW's case study, examining its corporate strategy, supply chain design, extensive supplier network management, build-to-order production system, distribution network, and sustainability practices. A SWOT analysis of BMW's supply chain is presented, identifying strengths like its flexible production line and effective supplier relationships, weaknesses such as exposure to exchange rate fluctuations, and opportunities for further improvement. Recommendations are provided for BMW to overcome weaknesses and threats and enhance supply chain performance.
Supply Chain Management With Brief Case StudiesMohit Jain
The document provides information about a seminar presentation on supply chain management. It discusses what a supply chain is, provides an example of a supply chain using Coca-Cola, and discusses issues in supply chain management such as matching supply and demand, inventory management challenges, and the bullwhip effect. It also provides examples of successful supply chain management by companies like Walmart and Dell.
Role of information Technology in Supply Chain ManageentAnand Jha
The document discusses the role of information technology in supply chain management. It provides details on how Walmart uses IT extensively across its supply chain operations. This includes using electronic data interchange for more efficient procurement, bar code scanners to analyze sales data and replenish stores, a computer terminal network for real-time communication between stores and headquarters, and voice-based technologies to enhance warehouse and logistics management. The Retail Link system connects Walmart's EDI network to an extranet accessible to suppliers, providing them with historical sales data.
Value chain and competitive advantage of pt toyota ppt (task)stmt trisakti
Toyota has developed an integrated lean manufacturing system called the Toyota Production System (TPS) to improve quality and productivity. TPS focuses on just-in-time production, continuous flow, and stopping production to fix problems. Toyota also focuses on cost leadership through lean supply chain management and reducing inventory levels. Other competitive advantages include their strong company culture developed around the Toyota Way principles, human resource practices, and segmentation of customers.
“ASRS - Automated Storage/Retrieval System is defined as a storage system that performs storage and retrieval operations with speed and accuracy under a defined degree of automation.”
Toyota implemented the Just-In-Time (JIT) production system to eliminate waste and reduce costs. JIT focuses on producing only what is needed when it is needed through continuous improvement efforts. Toyota pioneered JIT, which relies on small lot sizes, pull production, and close supplier relationships to minimize inventory and expose problems. Key aspects of Toyota's legendary production system include kanban cards to regulate production, heijunka level scheduling, and employee participation. JIT helped Toyota become the world's largest automaker through low costs, high quality, and customer satisfaction.
Supply Chain of Dell Inc.
Covering the foll. topics:
- Overview
-Value Chain
-Pull/Pull view
-Responsiveness v/s efficiency
-strategic fit
-Drivers of supply chain
-Distribution
WAREHOUSING AND STORAGE IN SUPPLY CHAIN MANAGEMENTAjeesh Mk
This Presentation "Warehousing and storage in supply chain management" covers topics Warehouse and Storage, Warehouse Management, Functions, Economic and Service Benefit, Principles of Warehouse design, Kinds of Warehouse etc.
The document discusses various options for designing supply chain networks and their characteristics. It describes manufacturer storage with direct shipping, in-transit merging, distributor storage with package carrier delivery, distributor storage with last-mile delivery, manufacturer/distributor storage with customer pickup, retail storage with customer pickup, and local storage at consumer pickup sites. For each option, it summarizes the performance characteristics in terms of cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience.
Cross docking is a logistics activity that reduces costs and lead time. It involves breaking down received items on the loading dock and immediately matching them with outgoing shipment requirements instead of storing items in a warehouse. This eliminates the need to place inventory in storage. Goods arriving from vendors already have a customer assigned, so workers simply move shipments from inbound to outbound trailers bound for the appropriate destination. There are two types - pre-distribution where items arrive tagged for transfer, and post-distribution where the crossdock allocates material to stores. Major retailers like Walmart have popularized crossdocking to reduce costs in their supply chains.
Sourcing involves purchasing goods and services and deciding whether to outsource supply chain functions. Key considerations for outsourcing include whether it will increase supply chain surplus, how much surplus the firm will capture, and potential risks. Supplier performance is evaluated based on multiple factors like price, quality, and timeliness that affect total costs. Effective sourcing decisions use supplier scoring, contracting, auctions or negotiations to improve supply chain profits through strategies like design collaboration, risk sharing, and performance incentives.
1. Tata Motors produces a range of commercial and passenger vehicles under the Tata brand. This includes the Tata Nano, the cheapest car in the world priced at 100,000 rupees.
2. The manufacturing process for vehicles involves several steps from pressing body panels to assembly and painting. Parts are sourced from a network of tier 1, 2 and 3 suppliers.
3. Finished vehicles are distributed nationwide using rail and container transport networks before reaching dealerships and showrooms for sale to customers.
L&T Construction faced challenges managing its large and geographically dispersed supply chain for construction projects. It implemented an Enterprise Information Portal (EIP) to connect all project sites to headquarters. EIP helped track activities, leverage purchasing power, reduce costs and increase returns. It brought together design, development, bidding, budgets and planning on a single platform. To further streamline vendors, L&T implemented a web-based supply chain management solution. This allowed online ordering and offline delivery, integrating participants and minimizing supply chain costs. The solution and EIP helped L&T achieve supply chain success despite the complexities of the construction industry.
This document summarizes key aspects of vehicle routing problems (VRP). It discusses the traveling salesman problem (TSP) as a special case of VRP where a single vehicle must visit multiple locations. It also describes more complex VRP formulations that involve multiple vehicles with capacity constraints serving multiple customers. Heuristics for constructing initial feasible routes and improving routes are described. Finally, an example employee pickup VRP problem in Bangalore, India is presented to illustrate a real-world application of VRP.
This document discusses Ford Motor Company's vision to provide sustainable transportation that is affordable. It outlines Ford's short and long term corporate goals. The strategic directions to achieve Ford's vision include integrating with customers, suppliers and internally, changing from sequential to real-time information sharing, reducing supply chain costs, and aligning IT with goals. It also discusses the competitive forces in Ford's industry and compares Ford's current complex supply chain model to Dell's simpler single-tier model. Recommendations are provided on how Ford could apply some of Dell's approaches to improve its supply chain and customer service.
Transco India Ltd is a Rs 3 Crore logistics company established in 2008 to provide supply chain solutions to the Indian retail industry. It has 2 branch offices, warehouses totaling 1 lakh sqft near highways, and 75 employees. Transco aims to close gaps in the supply chain through direct consignment, reducing cycle times and costs, and improving services for manufacturers and retailers. It provides services like returns management and re-marking from its Delhi mother warehouse.
An introduction to supply chain management and role of transportataionBehzad Behdani
This presentation provides a brief introduction about “supply chain management” and especially, the role of transportation in the smooth operation of “modern” supply chains is discussed.
Information sharing is a major challenge in SCM due to the geographical spread of partners and monumental paper work involved across countries and regions. Digitisation impacts the flow of goods, funds and information. It is at the threshold of introducing the Smart Factory where all flows are automated. How relevant are these technologies for India? What can be the Smart Approach for India in sequencing the adoption of these technologies? We present a suggested approach here.
This document discusses last mile delivery. It defines last mile delivery and explains its importance for meeting customer expectations of fast delivery. It provides examples of last mile delivery for both B2C and B2B contexts. The document also outlines some of the key challenges of last mile delivery like high costs, late deliveries, and outdated technology. It explains that last mile delivery is expensive due to consumer expectations of fast shipping and real-time tracking, as well as issues related to failed deliveries that increase replacement costs. Finally, it discusses some improvements in last mile delivery like route optimization, auto-dispatch systems, real-time tracking, and analytics that help increase efficiency and lower costs.
Transportation in a supply chain managementsai krishna
The document discusses transportation in supply chains. It describes the key factors in transportation decisions, various modes of transportation including their characteristics and considerations, and designing transportation networks. The roles of shippers and carriers are defined. Details are provided on transportation via air, truck, rail, water, pipeline, intermodal, and their trade-offs and issues in planning transportation.
Analysis of BMWs Global Supply Chain Network - its production - distribution ...Sachin Mathews
This document provides an analysis of BMW's global supply chain, including its production, distribution, sourcing strategies, and mechanisms. It begins with an introduction and overview of key aspects of automotive supply chains. It then focuses on BMW's case study, examining its corporate strategy, supply chain design, extensive supplier network management, build-to-order production system, distribution network, and sustainability practices. A SWOT analysis of BMW's supply chain is presented, identifying strengths like its flexible production line and effective supplier relationships, weaknesses such as exposure to exchange rate fluctuations, and opportunities for further improvement. Recommendations are provided for BMW to overcome weaknesses and threats and enhance supply chain performance.
BMW Group is a German automaker known for luxury vehicles. It has a global production network of 31 manufacturing facilities across 14 countries. BMW pursues strategic partnerships, including joint ventures in China and the US, to access new markets and suppliers. It has a large supplier network to support global production. The document provides an overview of BMW's history, brands, value chain, production sites, partnerships, and financial information.
BMW is a German luxury automaker founded in 1917. It moved some production to Spartanburg, South Carolina in the US in 1992. Key reasons for moving production outside Germany included access to cheaper labor, proximity to suppliers and customers for lower supply chain costs, and business-friendly policies in South Carolina. BMW evaluated over 10 locations based on these factors before choosing Spartanburg. The plant there employs 8,800 and was a $2.2 billion investment that strengthened BMW's global production network.
Global Automotive Lightweight Materials 2014 Multi-Material Supply & Manufact...LBCG
The past two years have seen rapid developments in automotive lightweighting efforts with the eagerly anticipated release of the BMW I Series, Mercedes S-Class, Lamborghini Aventator, McLaren P1 and the 420kg weight reduction of the Range Rover to name a few. With Aluminium and Carbon Fibre emerging as what seem to be the front runners in achieving lightweight results in luxury brands, it is still unclear which material combination will dominate the mass market.
Despite the above ground-breaking achievements in key areas, OEMs are still searching to develop strategies and technical solutions for cost-effectively integrating lightweight materials into multi-material vehicles and securing lightweight materials and components on a global platform.
As OEMs begin to reveal their material strategies and expand beyond their domestic markets, the need to secure global material and tier 1 supplier capability has never been more important.
This year, the internationally renowned Global Automotive Lightweight Materials (GALM) Initiative returns to London with the mission of
Supporting the delivery of aggressive lightweighting by securing the global supply base for aluminium, magnesium, high strength steel and composites
Integrating joining and forming technologies for multi-material manufacturing to enable commercially feasible, high volume, lightweight vehicle manufacturing on a global platform.
BMW opened a new plant in Leipzig, Germany in 2005 to manufacture its 3-Series cars. The $1.3 billion plant was expected to create 5,500 jobs and have an annual capacity of 650 cars per day. Leipzig was chosen for its qualified workforce, quality standards, legal security, and infrastructure. BMW utilized mass customization, flexible production processes, and an online ordering system to customize orders while maintaining efficient production. This allowed them to meet customer needs at scale through combinations of mass production and customization.
BMW is a leading automotive company based in Munich, Germany that manufactures cars, motorcycles, and Rolls-Royce vehicles. A PESTEL analysis of BMW identified several political, economic, social, technological, environmental and legal factors that impact the company. These include environmental regulations, taxes, economic conditions, cultural trends, new technologies, consumer awareness of sustainability, and emission laws. A SWOT analysis found BMW's strengths to be its brand recognition, eco-friendly vehicles, quality emphasis, and skilled workforce, while weaknesses include higher costs than competitors and a small brand portfolio. Opportunities exist in rising fuel prices, demand for sustainable vehicles, and changing customer needs, while threats consist of competition, higher material
This document provides an overview of BMW (Bayerische Motoren Werke) including its history, segments, brand portfolio, subsidiaries, production plants, joint ventures, purchasing and distribution networks, key markets, and comparisons to other automakers. It discusses BMW's global production network and locations worldwide and in Europe. Specific joint ventures with Brilliance China and SGL Group are described. Potential reasons given for not choosing BMW include high costs of production and ownership, inconsistent market share performance, reliability issues, lack of consumer incentives, and vehicles having fewer usable miles before becoming worthless.
BMW conducted a SWOT analysis to evaluate its strengths, weaknesses, opportunities, and threats in response to changes in the automobile industry. Some of BMW's key strengths included its reputation for luxury and quality, engineering history, and flexible facilities. Weaknesses included high manufacturing costs and overreliance on the 1 Series model. Opportunities existed in economies of scale from acquisitions and expanding into new market segments. Major threats included increased merger activity from larger competitors and more direct competition from brands like Volkswagen, Mercedes, and Toyota. BMW's acquisition of Rover aimed to capitalize on opportunities for increased scale and market coverage, but it ultimately failed and BMW had to reevaluate its strategy.
The marketing plan summarizes BMW's M3 sports car. It discusses the company background, product description, target market, pricing, placement, and promotional strategies. The M3 is a high-performance luxury sports car with over 400 horsepower. BMW targets wealthy individuals seeking a fun and prestigious vehicle. They employ an indirect distribution model and promote through advertising, websites, and sponsoring racing teams to build the brand.
Bayerische Motoren Werke AG, commonly known as BMW or BMW AG, is a German automobile, motorcycle and engine manufacturing company founded in 1916. BMW is headquartered in Munich, Bavaria, Germany.
Global Automotive Lightweight Materials 2014: Multi Material Supply & Manufac...kgraha32
This year, the internationally renowned Global Automotive Lightweight Materials (GALM) Initiative returns to London.with the mission of:
- Supporting the delivery of aggressive lightweighting by securing the global supply base for aluminium, magnesium, high strength steel and composites
- Integrating joining and forming technologies for multi-material manufacturing to enable commercially feasible, high volume, lightweight vehicle manufacturing on a global platform.
AUTOMOTIVE PRESENTATION: Will automotive manufacturers sell cars direct to co...Dowshan Humzah
A presentation that I gave titled 'Will automotive manufacturers sell cars direct to consumers?' as part of the Automotive Management, Digital Dealer Fair, at The Motorcycle Museum, Birmingham UK on 16th March 2001 (when I was marketing manager for Oneswoop.com - one of the first online new car retailers in 2000).
This presentation provided a perspective of the potential market for online direct car sales and manufactures that had made a very early step into direct sales pre-Broadband at the dawn of the new millennium.
BMW is a German automaker known for luxury vehicles. It started in 1916 making aircraft engines and now owns brands like Mini and Rolls-Royce. BMW's mission is to be a leading provider of premium mobility products. It uses Ansoff's matrix to penetrate existing markets and develop new products. BMW faces competition globally but maintains a strong brand image through high quality vehicles.
BMW was founded in 1916 as an aircraft engine manufacturer and began producing motorcycles in 1923 and automobiles in 1928. It is headquartered in Munich, Germany and owns brands such as Mini and Rolls Royce. BMW has a strong global brand known for luxury vehicles. It faces competition from Mercedes Benz and Audi but also takes advantage of opportunities in new technologies and markets. BMW emphasizes premium pricing for its high quality products.
Business Models for Ultra Low Emission Vehicles & SustainabilityGavin Harper
Presentation given to the International Energy Agency's Experts' Group on Research & Development Priority Setting for the workshop Life in the Fast Lane, Evolving Paradigms for Mobility and Transportations Systems for the Future at the U.S. Department of Energy, Washington D.C.
Industy Case Study-The Global Automotive Manufacturing SectorKevin Rivas De Paz
The automotive manufacturing industry is large and global, with the top 5 firms accounting for 70% of the market. Technological innovation is constant, with new features like autonomous vehicles being developed. Barriers to entry are high due to capital requirements and established firms' advantages. Costs such as materials, wages, and R&D account for the majority of expenses. Firms differentiate through technological features, vehicle types, and brand reputation. Vertical integration and diversification allow companies to cut costs and expand their product offerings.
BMW uses lean and just-in-time (JIT) production methods in its manufacturing. It focuses on flexibility and meeting customer delivery dates through its customer-oriented sales and production process (COSP). BMW prioritizes quality management and environmental sustainability in its manufacturing operations. It aims to deliver customized premium vehicles to customers on time through the commitment of its employees and optimized flexible production processes.
BMW has focused on innovation as a key element of its success in the premium automotive market. It was founded in 1917 as an aircraft engine manufacturer and began producing motorcycles and automobiles. Throughout its history, BMW has concentrated on producing high performance and elegant vehicles, experiencing both success and near bankruptcy. It has strengthened its position through strategic acquisitions, international expansion, new model launches emphasizing dynamics and safety, and increasing research and development spending. BMW aims to be the leading premium quality brand globally.
Similar to Supply Chain Management in the Motor Vehicle Industry, the Example of Mini. (20)
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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7. Outline Part I : An Overview of the BMW Group A) BMW AG B) BMW in the United Kingdom C) Mini Part II : The Contribution of Supply Chain Management to the Competitive Advantage of the Motor Vehicle Industry A) What is a supply chain? B) Evolutions C) Current issues Part III : Mini, the Production Triangle A) A philosophy of production B) Production Part IV : Mini, the Extended Production Network A) Logistics B) Purchasing policies C) The role of suppliers
14. B) BMW in the United Kingdom 3 rd largest market of the group 2 nd biggest production country Only country where the three brands are manufactured 3 rd largest car manufacturer in the UK £1.7 billion worth of exports in 2004, representing almost 1% of British exports. 8,000 employees
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16. C) Mini 1913 First car produced in Oxford, the Bullnose Morris. 1930s Morris factory is established in its current location, in Cowley. 1954 The Pressed Steel Company ( later Pressed Steel Fisher) needs extra capacity outside its Oxford factory and establishes a car panel production facility in Swindon. 1959 Creation of Mini as a concept for British Motor Corporation: Morris Mini Minor and Austin Seven. 1965 Pressed Steel Fisher bought by Rover. 1968 Merger between BMC and Leyland, to create British Leyland. 1969 Separation between Austin and Morris models is lifted: all Mini cars are branded MINI. 1986 British Leyland renamed Rover Group.
17. 1994 The BMW Group acquires the Rover Group. 2000 BMW sells Rover to the Phoenix Consortium, Land Rover to Ford and keeps the Mini brand. 2001 Opening of the Hams Hall Plant Launch of the Mini One and Mini Cooper. 2004 Launch of the Mini Convertible. 2006 Second generation of Mini. 2007 Launch of the Mini Clubman. 2008 The Mini E is unveiled. 2009 Launch of the new Convertible. 2010 Launch of the Mini Countryman.
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20. Part II: The contribution of Supply Chain Management to the Competitiveness of the Motor Vehicle Industry
21. A) What is a supply chain? First tier supplier Second tier supplier First tier customer Second tier customer End customer Demand side Supply side Purchasing and supply management Physical distribution management Logistics Materials management Supply chain management Information flow Physical flow
32. B) Production Engines: Delivered just-in-sequence. Traced through production. BMW knowledge. Body pressings and and sub-assemblies: Delivered just-in-sequence. Increased capacity and productivity. 80% of parts of the body shell. Body shell and assembly: 370 different interior trims and 320 exterior variants Flexibility of the facility Modules
45. References 7-forum. «The fascinating power of production, Production of the BMW 7series in Dingolfing (Germany).» March 2002. Retrived on 24 April 2010 from <http://www.7-forum.com/modelle/e65/7series_production_dingolfing_7.php>. Austin Rover Online. «Company timeline.» 2008. Retrieved on 26 May 2010 from <http://www.aronline.co.uk/index.htm?histindexf.htm>. Belkin, Maxine. «Oxford's supermodel.» Automotive Logistics May 2005: 24-28. BMW AG. «Annual Report 2009.» 2010. «BMW fends off to remain world's top premium brand.» States News Service 13 April 2010. BMW Group website. 2010. Retrieved on 3 April 2010 from <http://bmwgroup.com>. Cox, Andrew, et al. «Chapter 9: Information assymetry, innovation, scale and regulation.», Supply Chain, Markets and Power. (Routledge, 2001). p. 185-206. Dowman, Robert. Interview. April 2010. Filippi, Francesco. «Postponement.» Università di Roma website. Greer, Lindsay. «BMW moves beyond just-in-time production .» Automotive News 25 March 2002. Gumbel, Peter. «BMW drives Germany.» Time Magazine 16 July 2007. Hams Hall plant website. 2010. Retrieved on 3 April 2010 from <http://www.bmw-plant-hamshall.com>. Hoffen, Martin. Presentations. 2010. Lichtmann, Dirk. «Planning and optimisation of the BMW powertrain network.» 7 October 2004. rwth-aachen. Retrieved on 4 April 2010 from <www.or.rwth- aachen.de/berkeley2004/Lichtmann.pdf>. «Mini module with big advantages.» Automotive Engineer Febrary 2007: 43. MINI production triangle in the UK. 2010. Retrieved on 29 March 2010 from <http://www.Mini-production-triangle.com/static/en/>. MINI website. 2010. Retrieved on 4 April 2010 from <http://www.Mini.co.uk>. Mortimer, John. «BMW creates production triangle in the UK to manufacture the new Mini.» Industrial Robot 2007: 26-31. Motoring File. «The MINI Production Triangle.» 13 September 2006. Retrieved on 29 March 2010 from <http://www.motoringfile.com/2006/09/13/the-Mini-production-triangle/>. mynewcars website. «Quantum leap in flexible response to customisation requests.» 2008. «mySAP puts the new BMW X5 utility on the road.» Business World. 2000. Organisation Internationale des Constructeurs d'Automobiles website. «2008 World ranking of manufacturers.» 2009. Original Equipment Suppliers Association website. «2004 OESA Presentations.» «Outraged Mini workers throw fruits as 150 job cuts are announced.» Western Daily Express 2009. Oxford Economic Forecasting Special Report. The Economic Contribution of the BMW Group in the UK. 2006. Parker, John. «Delivering drivers' dreams.» Traffic World 8 October 2001. Pritchard, Richard. «Control of the supply chain turns critical.» Financial Times 2007. Slack, Nigel, Chambers, Stuart and Johnston, Robert. Operations Management. (Harlow: Pearson Education, 2007). Slideshare. «BMW Group. Investor presentation.» September 2009. Retrieved on 4 May 2010 from <http://www.slideshare.net/investorrelation/investor-presentation-of-bmw-group-2009>. Turnbull, Peter, Olivier, Nick and Wilkinson, Barry. «Buyer supplier relations in the UK automotive industry: strategic implications of the Japanese manufacturing model.» Strategic Management Journal 1992: 159-168. Waters, Donald. Logistics, an Introduction to Supply Chain Management. (Basingstoke: Palgrave Macmillan, 2003). Winton, Neil. «Build-to-order promises fatter auto profits.» Reuters News 28 November 2001.