The document discusses the trend of automotive manufacturers locating plants in the Southern US. This is driven by several factors, including lower unionization rates, lower labor costs, and incentives from state governments who view auto manufacturing jobs as important for local economies. Toyota, Kia, and other brands have opened new facilities in places like Mississippi, Georgia, and Texas. Suppliers are also locating near assembly plants to enable just-in-time delivery.
Thor Fiscal Third Quarter 2013 Investor PresentationThor_Industries
- Thor Industries reported a 13% increase in quarterly sales to $1.05 billion, driven by strength in RV sales. Net income increased 6% to $43.8 million.
- RV segment sales increased 15% to $929.8 million and income before tax grew 31% to $77.6 million. Towable and motorized RV sales both increased substantially.
- Bus segment sales were flat at $119.4 million but income before tax turned to a loss of $7.7 million due to non-cash impairment charges relating to goodwill and intangible assets from the expected sale of an ambulance product line.
Fiscal Third Quarter 2013 Investor PresentationThor_Industries
This presentation discusses Thor Industries, the world's largest manufacturer of RVs. It notes that Thor has a diversified product range including travel trailers, fifth wheels, motorhomes, buses, and ambulances. The presentation highlights Thor's strong market leadership position in RVs, with over 30% market share. It also notes Thor's focus on a sustainable business model and strong balance sheet to support future growth and shareholder returns.
- Thor reported sales of $1.05 billion for the third quarter of fiscal 2013, up 13% from the prior year, driven by strength in RV sales. Net income was $43.8 million, up 6% year-over-year.
- RV segment sales were $929.8 million, up 15% from the prior year. RV segment income before tax was $77.6 million, up 31% from the prior year period.
- Towable RV sales were $742.5 million, up 9% and income before tax was $62.5 million, up 22% from actions taken to improve efficiencies. Motorized RV sales were $187.3 million, up 48% and
- Thor reported sales of $1.05 billion for the third quarter of fiscal 2013, up 13% from the prior year, driven by strength in RV sales. Net income was $43.8 million, up 6% year-over-year.
- RV segment sales were $929.8 million, up 15% from the prior year. RV segment income before tax was $77.6 million, up 31% from the prior year.
- Towable RV sales were $742.5 million, up 9% and income before tax was $62.5 million, up 22% from actions to improve efficiencies. Motorized RV sales were $187.3 million, up 48% and income before
The document provides an overview of how economics has affected the automobile industry. It analyzes the industry using Porter's Five Forces model, discussing factors like potential entrants, supplier power, buyer power, threat of substitutes, and industry rivalry. It also examines demand shifts, elasticity, price discrimination, and bargaining power in the industry. The analysis finds that while buyers have significant power, barriers to entry are high. Supplier power is low, and competition from substitutes and rivals is strong. Demand for automobiles is elastic and responsive to price changes.
North american auto aftermarket frost 0211 soaringvjr
This document provides a 360-degree perspective on trends in the North American automotive aftermarket industry. It discusses anticipated growth in vehicle maintenance and repairs as more cars age. It also covers political, regulatory, technology, and consumer trends influencing the industry, as well as an analysis of industry participants and best practices. Key areas of focus include the shift from original equipment to aftermarket parts, opportunities in electric and hybrid vehicles, and the roles of various distribution channels in the changing industry landscape.
The Chinese auto industry is facing significant changes over the next decade as it deals with evolving customer demands, competition, and new technologies. Nine major trends were identified that will impact revenues, costs and profits for automotive companies, including the acceleration of sustainable mobility solutions driven by the Chinese government, increasing diversity of customer demands, and new entrants bringing innovative business models focused on connectivity and electrification. To succeed, automotive companies will need to carefully evaluate their investments in China to develop a strong local presence while also protecting their global competitive position in the face of these shifts.
Strategic Marketing and Industrial Markets Case Study of Taiwanese Manufactur...Javier Moreno Mons.
A Case study of Taiwanese Manufacturers in their initiative to position themselves in South American Markets. It has been proposed an alternative methodology to get relevant data from industrial companies in order to understand in detail their international marketing strategy.
Thor Fiscal Third Quarter 2013 Investor PresentationThor_Industries
- Thor Industries reported a 13% increase in quarterly sales to $1.05 billion, driven by strength in RV sales. Net income increased 6% to $43.8 million.
- RV segment sales increased 15% to $929.8 million and income before tax grew 31% to $77.6 million. Towable and motorized RV sales both increased substantially.
- Bus segment sales were flat at $119.4 million but income before tax turned to a loss of $7.7 million due to non-cash impairment charges relating to goodwill and intangible assets from the expected sale of an ambulance product line.
Fiscal Third Quarter 2013 Investor PresentationThor_Industries
This presentation discusses Thor Industries, the world's largest manufacturer of RVs. It notes that Thor has a diversified product range including travel trailers, fifth wheels, motorhomes, buses, and ambulances. The presentation highlights Thor's strong market leadership position in RVs, with over 30% market share. It also notes Thor's focus on a sustainable business model and strong balance sheet to support future growth and shareholder returns.
- Thor reported sales of $1.05 billion for the third quarter of fiscal 2013, up 13% from the prior year, driven by strength in RV sales. Net income was $43.8 million, up 6% year-over-year.
- RV segment sales were $929.8 million, up 15% from the prior year. RV segment income before tax was $77.6 million, up 31% from the prior year period.
- Towable RV sales were $742.5 million, up 9% and income before tax was $62.5 million, up 22% from actions taken to improve efficiencies. Motorized RV sales were $187.3 million, up 48% and
- Thor reported sales of $1.05 billion for the third quarter of fiscal 2013, up 13% from the prior year, driven by strength in RV sales. Net income was $43.8 million, up 6% year-over-year.
- RV segment sales were $929.8 million, up 15% from the prior year. RV segment income before tax was $77.6 million, up 31% from the prior year.
- Towable RV sales were $742.5 million, up 9% and income before tax was $62.5 million, up 22% from actions to improve efficiencies. Motorized RV sales were $187.3 million, up 48% and income before
The document provides an overview of how economics has affected the automobile industry. It analyzes the industry using Porter's Five Forces model, discussing factors like potential entrants, supplier power, buyer power, threat of substitutes, and industry rivalry. It also examines demand shifts, elasticity, price discrimination, and bargaining power in the industry. The analysis finds that while buyers have significant power, barriers to entry are high. Supplier power is low, and competition from substitutes and rivals is strong. Demand for automobiles is elastic and responsive to price changes.
North american auto aftermarket frost 0211 soaringvjr
This document provides a 360-degree perspective on trends in the North American automotive aftermarket industry. It discusses anticipated growth in vehicle maintenance and repairs as more cars age. It also covers political, regulatory, technology, and consumer trends influencing the industry, as well as an analysis of industry participants and best practices. Key areas of focus include the shift from original equipment to aftermarket parts, opportunities in electric and hybrid vehicles, and the roles of various distribution channels in the changing industry landscape.
The Chinese auto industry is facing significant changes over the next decade as it deals with evolving customer demands, competition, and new technologies. Nine major trends were identified that will impact revenues, costs and profits for automotive companies, including the acceleration of sustainable mobility solutions driven by the Chinese government, increasing diversity of customer demands, and new entrants bringing innovative business models focused on connectivity and electrification. To succeed, automotive companies will need to carefully evaluate their investments in China to develop a strong local presence while also protecting their global competitive position in the face of these shifts.
Strategic Marketing and Industrial Markets Case Study of Taiwanese Manufactur...Javier Moreno Mons.
A Case study of Taiwanese Manufacturers in their initiative to position themselves in South American Markets. It has been proposed an alternative methodology to get relevant data from industrial companies in order to understand in detail their international marketing strategy.
China's automotive components sector is set to achieve annual growth of 20 per cent for the next five years driven by demand for new cars and a growing secondary market. The aftermarket segment will become the main outlet for automotive parts as the average age of vehicles on the road continues to rise and the current total car population has already surpassed 100 million. The counterfeit auto parts market, already the world's largest with a current value of about US$40bn, will only increase as the overall market grows. Email automotive.bc@ipsos.com to find out more
WHAT IS THE COX AUTOMOTIVE INSIGHT REPORT?
How will the new and used car markets perform during the rest of this year? What will become the future fuel of choice? What are the barriers as we drive towards Mobility as a Service (MaaS)?
In this first annual Insight Report from Cox Automotive and Grant Thornton, we go beyond the headlines to provide our view on the future of our market, and what it means for us all.
Assignment 2nd porter model of michelin companyMirzaghalibali
This document summarizes an assignment submitted by Mirza Ghalib Ali on Porter's model analysis of Michelin according to geographic segmentation. It discusses Michelin's strengths, weaknesses, opportunities, and threats. Specifically, it notes Michelin faces increasing raw material costs and intense competition but opportunities in emerging passenger car and truck tire markets in Asia and a positive outlook for the aircraft industry.
This document analyzes Porter's Diamond model for the mineral water industry in Pakistan. It discusses factor endowments in Pakistan that make it suitable for mineral water businesses, including natural resources and labor. It also examines demand conditions in Pakistan, where clean drinking water is needed. The mineral water industry relies on and supports many related industries. The industry features high competition among major brands. In conclusion, the mineral water industry in Pakistan has potential to compete internationally.
Mc Kinsey & Company - The road to 2020 and beyondLionel Martins
The document discusses trends in the global automotive industry and projections out to 2020. It finds that while overall profits for automakers have recovered since the financial crisis, their sources have shifted significantly. Profits are increasingly coming from emerging markets like China rather than Europe, Japan, and South Korea. By 2020, emerging markets are expected to account for about two-thirds of total industry profits. China alone will be responsible for over half of the projected $25 billion increase in profits industry-wide by 2020. North America remains profitable but established markets in Europe and Asia will see little profit growth. The key challenges automakers face are complexity/costs, adapting to diverging regional markets, meeting digital demands, and a shifting competitive landscape.
The Tennessee Business Retention and Expansion Course is a one and a half day course which focuses on how to develop, implement and evaluate an effective retention and expansion program. Presentation from Laith Wardi, CEcD, President of ExecutivePulse,Inc.
The document discusses strategies and organizational structures of multinational corporations operating across international markets. It covers topics such as the impact of internationalization on industry structure and competition, frameworks for analyzing competitive advantage in an international context, and how national influences can shape competitiveness. It also examines the evolution of multinational strategies from early decentralized structures to more centralized and integrated approaches.
Industry report-trends-in-china's-automotive-component-manufacturing-industryIpsos France
L’industrie des composants automobiles en Chine devrait atteindre une croissance annuelle de 20% d’ici cinq ans grâce à la demande croissante en voitures neuves et du bon développement du marché de l’occasion. Le marché secondaire deviendra d’ailleurs le principal débouché pour les pièces automobiles, l'âge moyen des véhicules ne cessant d'augmenter et le nombre de voitures en circulation en Chine dépassant dorénavant les 100 millions.
En parallèle, le marché chinois de la contrefaçon de pièces automobiles – le plus important au monde évalué à 40 milliards de dollars – ne fera également qu'accroître avec le développement du marché légal.
People looking out for International Trade theories, This Porters Diamond will be a useful presentation for you!... If requested on mail i will send you any particular Topic in International Business.
All the Best!
Auto Load Logic.Crowdfunder.Business Summary.rev.4.23.14crlightner
The document discusses the auto transport industry and the need for better software to manage vehicle logistics. It notes that while technology has improved used car transactions online, transporting vehicles long distances remains difficult and expensive. The proposed solution is a software platform that connects all parties involved in auto transport - including shippers, brokers, trucking companies, and receivers. The software aims to provide functionality for finding, selecting, and tracking transport jobs in order to improve efficiency in the growing 4 million vehicle per year market.
Orora, a manufacturer of architectural glass, is considering diversifying into the automotive glass industry by developing products for Ford Motors. The report analyzes the glass and automotive industries, including key players, market size, factors impacting B2B relationships, competition, and market segmentation approaches. It recommends Orora implement a price penetration strategy initially, conduct thorough due diligence on the automotive industry given challenges it currently faces, and wait until 2018 when major players exit Australia to better understand the market impacts. Diversifying requires careful consideration of investment and risks given the automobile industry's difficulties.
The document discusses Porter's five forces model of industry analysis. It describes the five competitive forces that shape industry competition and their implications for business strategy and profitability. Specifically, it covers the threats of new entrants, power of suppliers and buyers, threat of substitutes, and intensity of rivalry among existing competitors. It also discusses how these forces vary across industry life cycle stages and strategic groups within industries.
This document summarizes a paper analyzing the decline of General Motors between 1980-2009. The authors argue that GM's decline was due to more than just high legacy costs, as is commonly believed. While legacy costs were an issue, GM also struggled with poor design, quality and productivity compared to competitors like Toyota. The authors explore why GM had difficulty adopting Toyota's superior managerial practices, despite being aware of them through joint ventures. They suggest GM had problems developing the relational contracts necessary for modern design/manufacturing. Historical practices treating suppliers/workers as interchangeable made change difficult, as did GM's compartmentalized view of expertise within strict financial criteria.
This document provides an overview of material for a course on multinational corporations. It begins with learning objectives around defining MNCs, understanding their advantages and disadvantages, and political/legal impacts. It then covers what defines an MNC, examples of large MNCs, and how they are classified. The rest of the document outlines the history and evolution of MNCs, their structure and organization, reasons for their establishment, advantages/disadvantages to home and host countries, criticism of MNCs, strategies for dealing with their global-local dilemmas, and political risks associated with them.
Final CFA Challenge Trinity University Team SubmissionEmilio Vernaza
1) The document analyzes Southwest Airlines (ticker: LUV) and recommends it as a buy. LUV has maintained low costs through operating a single aircraft type and point-to-point routes.
2) It has grown to be the largest US carrier by passengers while continuing to demonstrate low costs, though its cost advantage over competitors is decreasing. LUV has had 43 consecutive years of profitability.
3) Recent restrictions lifts and acquisitions like AirTran have expanded LUV's scope of operations and potential for market share growth domestically and internationally. However, international operations remain a small portion of its business currently.
Tesla's New plant in Shanghai - by Fariha Mobarak NoshinFariha Noshin
The presentation was focused on the ongoing trade war between USA and China and how Tesla Motors implemented strategies to sustain the huge slap of tariff on their exports.
The document summarizes discussions from the 2011 Management Briefings organized by the Center for Automotive Research. Key speakers included the CEOs of Chrysler, Ford, GM, and the President of the UAW. Topics discussed included managing in an uncertain economic environment, balancing the needs of different generational car buyer segments, the importance of global alliances, and integrating new technologies into vehicles to improve the customer experience.
Dirk Egghe has over 25 years of experience in supply chain management, logistics, and operations roles. He holds a master's degree in logistics management and certifications in quality management, safety coordination, and Six Sigma. Currently he works as a Supply Chain Performance Manager at Caterpillar, where he supports production facilities and leads process improvement projects. Previously he held logistics and supply chain leadership roles at TI Automotive, Crosby Europe, and other companies. He is proficient in ERP systems including SAP, Oracle, and BaaN.
Wael Hosny Abd El khalek is a senior ERP consultant with over 8 years of experience implementing ERP systems like IDMS and Microsoft Dynamics AX. He has expertise in trade and logistics, production and planning, and finance. He is seeking a new position that allows him to utilize his skills and experience in ERP implementation and applications. He has a degree in financial accounting and is Microsoft certified in Dynamics AX 2012 financials.
Martin Shi is a 44-year-old IT Manager and ERP consultant with over 20 years of experience implementing and supporting various ERP systems like Epicor, QAD, and Scala. He has worked for several consulting companies and manufacturers in China, managing IT infrastructure and leading ERP implementation projects covering areas like finance, logistics, and manufacturing. Shi holds a bachelor's degree in electronics engineering and various technical certifications.
OEM AUTOMOTIVE and INDUSTRIAL PARTS SALESJORGE DIAZ
Jorge Gutierrez-Diaz has over 40 years of experience in supply chain procurement, logistics, export sales, and inventory management across various industries including automotive, marine, aircraft, industrial power tools, and manufacturing. He has worked with many major companies procuring parts and managing supply chains and inventories in the US, China, Panama, and the Caribbean/Latin America regions. His background includes roles in procurement, purchasing, inventory control, export sales, and logistics for companies like Cummins, Autocar, Costec, Boeing, US Air Force, Dodge, and Valdez Transmissions.
China's automotive components sector is set to achieve annual growth of 20 per cent for the next five years driven by demand for new cars and a growing secondary market. The aftermarket segment will become the main outlet for automotive parts as the average age of vehicles on the road continues to rise and the current total car population has already surpassed 100 million. The counterfeit auto parts market, already the world's largest with a current value of about US$40bn, will only increase as the overall market grows. Email automotive.bc@ipsos.com to find out more
WHAT IS THE COX AUTOMOTIVE INSIGHT REPORT?
How will the new and used car markets perform during the rest of this year? What will become the future fuel of choice? What are the barriers as we drive towards Mobility as a Service (MaaS)?
In this first annual Insight Report from Cox Automotive and Grant Thornton, we go beyond the headlines to provide our view on the future of our market, and what it means for us all.
Assignment 2nd porter model of michelin companyMirzaghalibali
This document summarizes an assignment submitted by Mirza Ghalib Ali on Porter's model analysis of Michelin according to geographic segmentation. It discusses Michelin's strengths, weaknesses, opportunities, and threats. Specifically, it notes Michelin faces increasing raw material costs and intense competition but opportunities in emerging passenger car and truck tire markets in Asia and a positive outlook for the aircraft industry.
This document analyzes Porter's Diamond model for the mineral water industry in Pakistan. It discusses factor endowments in Pakistan that make it suitable for mineral water businesses, including natural resources and labor. It also examines demand conditions in Pakistan, where clean drinking water is needed. The mineral water industry relies on and supports many related industries. The industry features high competition among major brands. In conclusion, the mineral water industry in Pakistan has potential to compete internationally.
Mc Kinsey & Company - The road to 2020 and beyondLionel Martins
The document discusses trends in the global automotive industry and projections out to 2020. It finds that while overall profits for automakers have recovered since the financial crisis, their sources have shifted significantly. Profits are increasingly coming from emerging markets like China rather than Europe, Japan, and South Korea. By 2020, emerging markets are expected to account for about two-thirds of total industry profits. China alone will be responsible for over half of the projected $25 billion increase in profits industry-wide by 2020. North America remains profitable but established markets in Europe and Asia will see little profit growth. The key challenges automakers face are complexity/costs, adapting to diverging regional markets, meeting digital demands, and a shifting competitive landscape.
The Tennessee Business Retention and Expansion Course is a one and a half day course which focuses on how to develop, implement and evaluate an effective retention and expansion program. Presentation from Laith Wardi, CEcD, President of ExecutivePulse,Inc.
The document discusses strategies and organizational structures of multinational corporations operating across international markets. It covers topics such as the impact of internationalization on industry structure and competition, frameworks for analyzing competitive advantage in an international context, and how national influences can shape competitiveness. It also examines the evolution of multinational strategies from early decentralized structures to more centralized and integrated approaches.
Industry report-trends-in-china's-automotive-component-manufacturing-industryIpsos France
L’industrie des composants automobiles en Chine devrait atteindre une croissance annuelle de 20% d’ici cinq ans grâce à la demande croissante en voitures neuves et du bon développement du marché de l’occasion. Le marché secondaire deviendra d’ailleurs le principal débouché pour les pièces automobiles, l'âge moyen des véhicules ne cessant d'augmenter et le nombre de voitures en circulation en Chine dépassant dorénavant les 100 millions.
En parallèle, le marché chinois de la contrefaçon de pièces automobiles – le plus important au monde évalué à 40 milliards de dollars – ne fera également qu'accroître avec le développement du marché légal.
People looking out for International Trade theories, This Porters Diamond will be a useful presentation for you!... If requested on mail i will send you any particular Topic in International Business.
All the Best!
Auto Load Logic.Crowdfunder.Business Summary.rev.4.23.14crlightner
The document discusses the auto transport industry and the need for better software to manage vehicle logistics. It notes that while technology has improved used car transactions online, transporting vehicles long distances remains difficult and expensive. The proposed solution is a software platform that connects all parties involved in auto transport - including shippers, brokers, trucking companies, and receivers. The software aims to provide functionality for finding, selecting, and tracking transport jobs in order to improve efficiency in the growing 4 million vehicle per year market.
Orora, a manufacturer of architectural glass, is considering diversifying into the automotive glass industry by developing products for Ford Motors. The report analyzes the glass and automotive industries, including key players, market size, factors impacting B2B relationships, competition, and market segmentation approaches. It recommends Orora implement a price penetration strategy initially, conduct thorough due diligence on the automotive industry given challenges it currently faces, and wait until 2018 when major players exit Australia to better understand the market impacts. Diversifying requires careful consideration of investment and risks given the automobile industry's difficulties.
The document discusses Porter's five forces model of industry analysis. It describes the five competitive forces that shape industry competition and their implications for business strategy and profitability. Specifically, it covers the threats of new entrants, power of suppliers and buyers, threat of substitutes, and intensity of rivalry among existing competitors. It also discusses how these forces vary across industry life cycle stages and strategic groups within industries.
This document summarizes a paper analyzing the decline of General Motors between 1980-2009. The authors argue that GM's decline was due to more than just high legacy costs, as is commonly believed. While legacy costs were an issue, GM also struggled with poor design, quality and productivity compared to competitors like Toyota. The authors explore why GM had difficulty adopting Toyota's superior managerial practices, despite being aware of them through joint ventures. They suggest GM had problems developing the relational contracts necessary for modern design/manufacturing. Historical practices treating suppliers/workers as interchangeable made change difficult, as did GM's compartmentalized view of expertise within strict financial criteria.
This document provides an overview of material for a course on multinational corporations. It begins with learning objectives around defining MNCs, understanding their advantages and disadvantages, and political/legal impacts. It then covers what defines an MNC, examples of large MNCs, and how they are classified. The rest of the document outlines the history and evolution of MNCs, their structure and organization, reasons for their establishment, advantages/disadvantages to home and host countries, criticism of MNCs, strategies for dealing with their global-local dilemmas, and political risks associated with them.
Final CFA Challenge Trinity University Team SubmissionEmilio Vernaza
1) The document analyzes Southwest Airlines (ticker: LUV) and recommends it as a buy. LUV has maintained low costs through operating a single aircraft type and point-to-point routes.
2) It has grown to be the largest US carrier by passengers while continuing to demonstrate low costs, though its cost advantage over competitors is decreasing. LUV has had 43 consecutive years of profitability.
3) Recent restrictions lifts and acquisitions like AirTran have expanded LUV's scope of operations and potential for market share growth domestically and internationally. However, international operations remain a small portion of its business currently.
Tesla's New plant in Shanghai - by Fariha Mobarak NoshinFariha Noshin
The presentation was focused on the ongoing trade war between USA and China and how Tesla Motors implemented strategies to sustain the huge slap of tariff on their exports.
The document summarizes discussions from the 2011 Management Briefings organized by the Center for Automotive Research. Key speakers included the CEOs of Chrysler, Ford, GM, and the President of the UAW. Topics discussed included managing in an uncertain economic environment, balancing the needs of different generational car buyer segments, the importance of global alliances, and integrating new technologies into vehicles to improve the customer experience.
Dirk Egghe has over 25 years of experience in supply chain management, logistics, and operations roles. He holds a master's degree in logistics management and certifications in quality management, safety coordination, and Six Sigma. Currently he works as a Supply Chain Performance Manager at Caterpillar, where he supports production facilities and leads process improvement projects. Previously he held logistics and supply chain leadership roles at TI Automotive, Crosby Europe, and other companies. He is proficient in ERP systems including SAP, Oracle, and BaaN.
Wael Hosny Abd El khalek is a senior ERP consultant with over 8 years of experience implementing ERP systems like IDMS and Microsoft Dynamics AX. He has expertise in trade and logistics, production and planning, and finance. He is seeking a new position that allows him to utilize his skills and experience in ERP implementation and applications. He has a degree in financial accounting and is Microsoft certified in Dynamics AX 2012 financials.
Martin Shi is a 44-year-old IT Manager and ERP consultant with over 20 years of experience implementing and supporting various ERP systems like Epicor, QAD, and Scala. He has worked for several consulting companies and manufacturers in China, managing IT infrastructure and leading ERP implementation projects covering areas like finance, logistics, and manufacturing. Shi holds a bachelor's degree in electronics engineering and various technical certifications.
OEM AUTOMOTIVE and INDUSTRIAL PARTS SALESJORGE DIAZ
Jorge Gutierrez-Diaz has over 40 years of experience in supply chain procurement, logistics, export sales, and inventory management across various industries including automotive, marine, aircraft, industrial power tools, and manufacturing. He has worked with many major companies procuring parts and managing supply chains and inventories in the US, China, Panama, and the Caribbean/Latin America regions. His background includes roles in procurement, purchasing, inventory control, export sales, and logistics for companies like Cummins, Autocar, Costec, Boeing, US Air Force, Dodge, and Valdez Transmissions.
Michael P. Reilly is seeking a position as an application developer with over 12 years of experience developing applications using various languages including Java, COBOL, SQL, and scripting languages. He has extensive experience developing web applications using Java technologies like Struts and Servlets, as well as developing applications for mainframe systems using COBOL. His background includes roles as a senior application developer, systems analyst, and consultant developing applications for companies in the healthcare and automotive industries.
This document provides a summary of Lee D. Schuch's experience including education, skills, industries worked in, and specific projects. It highlights experience with Oracle applications like Oracle Financials, Oracle CRM, Oracle HR, and Oracle Incentive Compensation. Specific roles included business analyst, system designer, implementer, and project manager for clients across various industries. Projects involved designing interfaces, implementing compensation plans, and managing teams to customize and configure Oracle modules.
General Motors AnalysisGeneral Motors AnalysisTeam 7Li.docxhanneloremccaffery
This document provides an analysis of General Motors and the automobile manufacturing industry. It summarizes key details about GM's industry classification and SIC codes. It also analyzes the industry structure based on 10 items from an IBISWorld report, including that the industry is mature with moderate competition and barriers to entry. External drivers for the industry are discussed, along with current performance, outlook, supply chain, demand determinants, products/services, basis of competition, and major players. Toyota, GM, and Ford have the largest market shares, comprising about 45% total.
See the Roland Berger Strategy Consultants (http://www.rolandberger.us/) 2014 study on The Next Challenge Of The US Auto Industry.
http://tinyurl.com/NPAutomotive
http://www.linkedin.com/in/TonyLy
https://www.facebook.com/MechanicalMarketer
This document provides a summary of a case study on General Motors from 2005. It discusses GM's losses in the first two quarters of 2005 due to issues in North America operations. To address this, GM adopted a strategy of offering employee discounts to boost sales by 47% and increase its market share. The document also provides overviews of GM's products, mission, vision, history, current situation, organizational structure, financial analysis, SWOT analysis, competitor analysis, and recommendations.
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.
The document summarizes key trends impacting the global auto industry in 2015. It identifies three powerful forces driving change: shifts in consumer demand, expanded regulatory requirements for safety and fuel economy, and the increased availability of data and information. These trends are increasing the importance of electronics, software, and telematics features in vehicles. They are also requiring product mix changes and the use of modular platforms to meet tighter emissions and fuel economy standards, which is adding costs for automakers.
The past, presnet and future of Automobile Industry in India.
EVOLUTION OF AUTOMOBILE SECTOR IN INDIA
MARKET OVERVIEW
KEY PLAYERS
LATEST TRENDS
GROWTH DRIVERS
POLICIES AND INITIATIVES
INVESTMENT SCENARIO
OPPORTUNITIES
INDUSTRY ORGANISATIONS
SWOT ANALYSIS
PESTEL ANALYSIS
PORTER’S ANALYSIS
Automotive World Online - as OEMs Near-Shore China Prepares to GlobaliseMark Morley, MBA
1) While Western automakers are pursuing near-shoring and bringing production back home, Chinese automakers are looking to globalize their operations and establish plants in other markets like Brazil.
2) This reflects trends of rising costs and overcapacity in China, leading Chinese brands like Chery and JAC Motors to seek growth opportunities abroad to serve local markets.
3) However, it remains uncertain whether Chinese suppliers can quickly scale globally to support these automakers' expansion and whether consumers will accept Chinese vehicles made outside of China.
Running head AUTOMOTIVE INDUSTRY ANALYSIS13.docxtoddr4
Running head: AUTOMOTIVE INDUSTRY ANALYSIS 1
3
Automotive Industry Analysis
Team 5
Automotive Industry Analysis
Executive Summary
The following report is a strategic analysis of the Automotive Industry. This report will use several resources to analyze the industry and overall market. Additionally, including the information gathered from strategic and analytical recommendations are considered for the Automotive Industry analysis which could help achieve a greater market share in this industry.
The report analysis includes the external industry environment which includes, …. Additionally, a PESTEL analysis as well as Five Forces analysis has been conducted. These are important to understand the market environment of the industry needed by anyone trying grow or enter this market.
Introduction
The automotive industry is an industry that has been steadily growing over the several decades due to rising demand for vehicles. There is a considerable market share for the supply which occurs although the industry faces immense challenges to do with governance and political interests (Wells & Rawlinson, 2009). The consumers of the automotive sector mostly include individuals, organizations, governments, and institutions. The industry has been steadily marked by around five hundred players who have been regularly producing cars over the last few decades. The first boom that was related to the automobile industry was in the nineteen-hundred where the demand for vehicles shot up due to the change of governance and industrialization.
Background
The first dominant players in the market were France and closely followed by Germany. Eventually, Germany was the most significant car producers. The needs for mass production lead to the emergence of Japanese brands and the United States as well (Winkelhake, 2018). Many companies that first started as the most desirable brands are being phased out while others are barely making enough profit due to factors associated with the external environment of the industry. Strategic choices have to be considered to ensure survival in a highly competitive market. The industry has faced an immense shift in the external environment that has led to the market players having to be innovative to keep their competitive advantage.
Part 1: External Environmental Analysis
General Environmental Analysis
A PESTEL analysis was conducted to evaluate all relevant external factors and evaluating macro-economic influences the industry may have.
Political factors
The automobile industry has been having challenges of a political nature due to the interests that the governments have on the industry (Kaplan & Smolkin, 2009). The benefits are but of a positive and negative environment. For instance, fuel emissions from guzzlers are a significant issue of concern to the politics in a country such a United States of America. It has led to the imposition of tax on vehicles that have high emissions, and this affects the production a.
The vast and crucial auto suppliers industry faces several competitive challenges -- rapid growth in emerging markets, pressure to meet clean air and mileage regulations, and the impact of technology and connectivity. Amid intense competition, suppliers will have to learn how to differentiate themselves and their products to preserve a profitable place in the automobile ecosystem and maintain high entry barriers for rivals. To do so, they must reexamine the profit potential of their products and portfolios, and focus on the innovation potential inherent in each of them.
The Odyssee of the Auto Industry - Suppliers Changing Manufacturing FootprintAndreas Mai
This study provides a perspective on the next “destination” of “The Odyssey of the Auto Industry” and the implications for automotive suppliers in North America.
In what appears to be an endless journey to capture new growth opportunities and lower production costs, the automotive industry is now heading East. Asia, especially China, and Eastern Europe have become powerful magnets attracting companies and investments.
The size of the new markets, the speed at which they are opening and the scale of the auto industry’s investments out-pace anything experienced in the past. The migration of the automotive industry now takes place in a truly global economy where the competitiveness of each supplier is measured against its peers from around the world, and where the choice of global manufacturing locations is a competitive factor.
Auto Parts Manufacturing Industry Report - HF_L. TamakloeLiana Tamakloe
The auto parts and equipment manufacturing industry derives about 95% of its demand from the automobile manufacturing industry. Recent positive economic indicators in the US, such as expected GDP growth of 3.4% in 2015 and low unemployment, are expected to increase consumer spending and automobile demand, which will benefit the auto parts industry. While the outlook is positive, the growth drivers are transitory, so a market weight is recommended for the industry. Risks include increased competition from imports if the strong US dollar persists and slow global economic growth reducing overseas demand.
1Project One Executive SummaryCole Staats.docxrobert345678
1
Project One: Executive Summary
Cole Staats
Southern New Hampshire University
BUS 225: Critical Business Skills for Success
Jennyfer Puentes
November 14, 2022
Project One: Executive SummaryProblem
With the restricted economic activity expected because of the COVID-19 outbreak, and the rise in inflation the revenue for the automobile engine and parts manufacturing industry has been adjusted to decline by 10.9% by the end of 2022 (Pantalon, 2022). Based on the current challenges the automotive industry faces, we must diversify our engine manufacturing and its operations to expand our revenue. In this presentation, I will be using qualitative and quantitative data to explain why I think our company should rapidly explore the ever-evolving and growing popularity of the electric car industry and develop electric motors. I will show the qualitative data which will focus on the industry reports of engine manufacturing inside the automotive industry. The quantitative data that I will provide will estimate the projections for future operations and provide fact-checked historical data on the automotive industry. Automotive Manufacturing Industry
After conducting extensive research into the current automotive industry status, where I focused on the performance and expectations for the industry's future, the 2021 measured revenue of the US car and automobile manufacturing was $75 billion. This is compared to previous years, such as 2020 $69 billion, and in 2019 and 2018 $92 billion (MarketLine 2021). Although we saw a rise from 2020 to 2021 in revenue the automobile manufacturing industry revenue will continue to not keep pace with previous years. As the domestic demand for new vehicles trends higher, three automotive hubs are expected to gain greater traction over the next few years. With that said the US automotive industry is heavily established in the Great Lakes region. This region represents just over 36% of the automobile manufacturers in the US. Some of the most successful automobile making are located here which include the Ford Motor Company, General Motors, and Fiat Chrysler. All these manufacturers are in Michigan which makes up 15% of all automobile manufacturing revenue in the US. With that said there are 2 more regions where automobile manufacturers operate that make up 50% of all us manufacturers' locations. The Regions are the West Region, making up 25.4% of the industry locations, and the Southeast Region, making up 24.6% of the industry locations. After conducting research, the consumer's current mindset is shifting towards a “greener” option for the automobile. This option would have a smaller carbon footprint, providing an increase in producing vehicles that are more environmentally friendly. As a result of this new stance on a “greener” option by the consumer the hybrid and the electric car are gaining popularity and are expected to multiply over the next five years (MarketLine 2018). “In 2025 the North American hybri.
General Motors Workout Case Jan Adriaanse 2009 Insoljanadriaanse
General Motors is facing severe financial difficulties due to the economic downturn and shrinking auto sales. GM requested a restructuring plan from a specialized firm to negotiate with stakeholders. The plan must critically review GM's current ideas, provide a long-term viability plan including an operational turnaround, negotiate a step-by-step stakeholder plan, and advise on a Chapter 11 reorganization or out-of-court workout. Limited data was available due to time constraints, requiring a "quick and dirty" preliminary plan to share with major stakeholders that afternoon.
The document provides an overview of developments in the global automotive industry and automotive mergers and acquisitions. It discusses trends such as rising vehicle production and sales globally, with growth concentrated in emerging markets like China and India. It also examines the increasing influence and value capture of automotive suppliers. The summary concludes with statistics on automotive M&A transactions in Q3 2016, which saw over 100 deals announced or closed worldwide.
The automotive aftermarket industry in the US is poised for steady growth driven by several factors:
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- The industry is consolidating through mergers and acquisitions as
General Motors (GM) is the world's largest automaker. It manufactures vehicles under brands such as Chevrolet, Cadillac, GMC and Opel. GM entered India in 1928 and was the first automaker to set up an assembly plant. It produced early Chevrolet models that were popular among Maharajas and other elite. However, GM was forced to shut its India operations in 1953 when the government implemented socialist policies. The document discusses GM's global operations and history in India. It also analyzes the competitive landscape and provides recommendations to strengthen GM's position.
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Jim romeo b2 b copywriter - how long should blogs beJim Romeo
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Automotive Logistics Magazine - The Automotive South -Working II
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The Southern US Automotive Belt: Built To Last?
The Southern United States is flourishing as the new and growing region in automotive
manufacturing
By Jim Romeo
What do Tupelo, Mississippi , West Point Georgia and San Antonio Texas have in
common?
Two of these sites are slated as Toyota manufacturing facilities, and one is slated for
KIA. They represent a steady trend in automotive manufacturers to relocate their
facilities and operations to points away from the traditional Northern region.
“The growth in auto production over the last few years has been mostly with the new
domestic manufacturers (Asian and European OEMs). They have opted to locate their
plants in areas not tied historically with production for the Detroit-based OEMs based
on a number of factors, including a lower cost labor base in the more remote areas,”
says Mike Thomas, Managing Director Asia Operations and North America Plant
Transitions Lead for the BKK Corporation. “In their home countries these new
domestic OEMs have typically required their major suppliers to locate close to the
2. assembly plants, and it appears they have followed that practice as they have
established production in North America.”
An influx of manufacturers in an industry such as automobile manufacturing can
stimulate the local economy with a proliferation of supply chain vendors who add to
the new local economy by adding assembly plants and suppliers who are a great source
of economic stimulation. “We believe that at least seven new assembly plants will be
built in the NAFTA block over the next five years,” according to Jim Moore, Vice
President of Automotive, Aerospace and Industrial Sales with Ryder Systems.
Moore believes that this new construction is caused in part by overall market growth
and shifting of market share among current OEMs. According to Moore, NAFTA
countries sell about 20 million vehicles each year; GDP growth of 2.5% is 500,000
vehicles, which is roughly the capacity of two traditional assembly plants. He also
believes that market share is shifting with the legacy “Detroit 3” losing share with these
new manufacturers gaining share. “This helps explain the construction announced by
BMW, KIA, Hyundai, Honda and Toyota. So new domestics are constructing new
assembly plants while the Detroit 3 are mostly upgrading existing facilities,” he adds.
Within North America, there is undoubtedly a trend in the Southern United States and
other neighboring areas. New automobile manufacturing facilities have been steadily
cropping up all over the place. But, what exactly is driving this trend?
“Most of these plants are new plants started by foreign companies building production
capacity in the US,” says George Haley, Professor of Marketing at the University of
New Haven 's School of Business , and Director of the Center for International
Industry Competitiveness in New Haven, Connecticut. “They prefer Southern
locations because Southern states are not union shop states, tend to have a worker
population that views unions with greater suspicion than do many workers in the
3. North and the Pacific Coast states, and are more likely to provide substantial benefits
to companies locating there.
The Market for Labor
Auto workers have historically received high pay and benefits and most workers
belonged to a union. The availability of jobs is undoubtedly a strong underlying force
in where a plant is located as well as the incentives to be offered to attain those jobs.
“One of the keys for OEM’s moving to the area was avoiding unions with restrictive
work rules,” says Robert McTavish, a Regional Sales Manager, and Central Region for
Visiprise, a manufacturing consultant based in Georgia. “An example is Mercedes
Benz in Alabama which has only 2 job classifications compared to Ford or GM with
dozens. The states in the areas were very aggressive with tax incentives as well.
Combine this with the improved quality of life resulting from the climate and it is an
easy choice for the companies.”
The improved quality of life is a small price to pay for state governments who will
tailor that quality of life for the auto manufacturer if they bring the pulse of economic
vitality to their region: jobs.
“The state governments have recognized that automotive manufacturing jobs are a
significant engine for their state economies,” says Larry Marshall, Automotive Market
Development Manager, and Rockwell Automation in Milwaukee, Wisconsin. “Not only
are the direct hire assembly jobs high paying, but various studies have shown that for
every automotive assembly manufacturing job there are between 7 and 11 additional
jobs created. Many of these jobs also are high paying manufacturing jobs for the parts
suppliers’ communities that locate manufacturing facilities close to the final assembly
plants.”
4. Marshall also points out that the Southern United States suffered significant job losses
in the textile sector in the 1980's and has been aggressively pursuing replacement
industries through tax, land, and educational incentives to entice other industries to
locate in their states.
“With the level of income generated by automotive manufacturing jobs, and the
associated jobs multiplier, automotive assembly plants have been a key target for state
governments to pursue with significant competition between the states,” adds Marshall.
“These incentives obviously reduce the cost to manufacture in these states. And, of
course, labor costs are lower in states where the traditional automotive labor unions
have not been as successful in organizing. A recent study by the Center for Automotive
Research (CAR) showed an hourly compensation difference of $16.15 per hour
between Toyota's active hourly wages and the Detroit 3”
Location, Location, Location
An auto manufacturer's assembly and sub-assembly plants are influenced by various
other factors that include not only logistics but many other factors as well.
“When a brand owner's vehicle sales in a region of the world reach (or are projected to
reach) the level of an assembly plant's output, it will begin to make economic sense for
the manufacture to locate vehicle production capacity in the region to reduce
transportation costs associated with exporting,” says Larry Marshall. Marshall makes
it clear that there are many variables to be taken into consideration when making these
decisions, including the location of the suppliers for the vehicle, the location of the
engine and transmission manufacturing facilities and local costs (labor and benefits) to
manufacture, as well as local taxes and import and export tariffs and regulations.
5. Assembly plant suppliers should consider these factors, as well as Just-In-Time (JIT)
delivery requirements, when evaluating whether or not production capacity should be
located in close proximity to their customers. In addition, contends Marshall, auto
manufacturers must consider the ability to support multiple customer assembly plant
locations from one or more of their production facilities. In both instances, the brand
owner assemblers and suppliers need to consider how many skilled labor resources are
available in their area.
Just-In-Time and “In Sequence”
These more recent trends in automobile manufacturers and their respective locations
are a diversion from past history in the industry and are a result of changing customer
preferences coupled with other factors.
“Changing customer preferences are greatly influencing the product mix offered by
brand owners,” adds Larry Marshall. “There is a trend toward increasing the number
of products available with the result of lowering the production volumes for each of
these platforms. The brand owners are now producing vehicles with annual sales of
20,000 - 40,000 rather than the 200,000 - 400,000 levels of the past.”
Marshall also points out that this new environment affects suppliers who need to
coordinate the same material into the assembly plant, just-in-time and in sequence.
For example, there may be two separate suppliers of instrument panels for two
different vehicles being manufactured on the same assembly line. Since the flexible
manufacturing systems can 'churn out' the various platforms one after another, the
instrument panels must be brought in to the plant from the two different suppliers still
in final assembly sequence. As the number of platforms manufactured in the assembly
plant increases, the sequencing and coordination requirements for the suppliers
increases geometrically.
6. “As a result of this increased complexity for sequencing and coordination, major
component/subassembly manufactures are locating their production facilities in very
close proximity to the final assembly plants,” says Marshall. “When the supplier's lead
times for in-sequence build are being reduced to 2 - 4 hours, close proximity either
directly inside the plant, or connected by conveying systems will become more the
norm.”
Today’s Auto Supply Chain: Sophisticated and Global
Because our transportation infrastructure is changing and supply chains are becoming
more sophisticated, there are many components of an intermodal supply chain that will
greatly influence the success of auto manufacturers who have set up and will continue
to set up shop in the Southern United States.
International sourcing is more common given the robust economy of China and its
entrance into the supply chain of a large share of US manufacturers of all types. For
automobiles, the inbound and outbound supply chain and its coordination, tracking
and on-time delivery of orders could pose riskier problems than quality control
according to George Hamilton. For practical purposes, China has been a reliable
source of supply with a lower incidence of risk than you might expect, given its bad
record for quality control in other products such as food and toys and it must not be
overlooked as a resource.
“Looking forward, the important issue will be how to incorporate China based
suppliers into the logistical system,” says George Hamilton. “Present problems have
highlighted the issue of Chinese quality control problems, however there are many
more problems than just quality.”
7. But sourcing from China is dependent upon a logistical supply chain that includes
ocean freight and that depends on plants’ distance from ocean ports. “In my opinion
distance from ports is one of the key issues.,” adds McTavish. “With the Asian trend
the landed cost will fluctuate with fuel price and with the port distance factored in will
potentially determine who the supplier is.”
Ocean freight is only one component to an internationally sourced supply line. The
supply chain into and out of the subassembly and final assembly will, of course, be
dependent on rail and trucking.
“Certainly the hard components of rail and trucking access are as important as ever
when considering supply chains,” says Mike Thomas.
Rail is essential for outbound vehicles and access to two or more major rails systems at
a site is critical to having transportation alternatives,” says Jim Moore of Ryder
Systems. “Trucks will retain the vast majority of inbound to assembly movements due
to the critical timing of assembly part movement.”
Thomas explains that the while intermodalism is a definite factor in the success of any
new plant relocating to this newer belt of manufacturing, an often overlooked need is
that of information technology infrastructure in order to support today’s complex
intermodal systems.
Thomas poses the questions: What is the optimal software system needed to
continuously monitor the supply chain? What interfaces are required between this
software and the logistics providers? What are the hardware considerations for this
software, and is this hardware available in the area where a supply source is located (T1
and T2 lines)? Technology continues to be increasingly important to the successful
management of a supply chain for an assembly plant.
Today’s technology is making leaps and bounds changes in the way inventory flows
and is controlled. “Bar coding is another logistics influence that improved the supply
8. chain to an assembly plant, giving real-time visibility to the supply of critical
components,” adds Robert McTavish.
According to McTavish, the next three to five years real-time visibility will be
improved with the use of RFID (Radio Frequency Identification). This technology
eliminates errors due to direct contact or line of sight scanning requirements for bar
coding and improves tracking over an extended supply chain.
Thomas also points out that another “soft” area of influence and consideration is that
of disaster management and recovery planning. “Given that the supply chains have
grown longer (stretching offshore) and are more susceptible than ever to natural
disasters (hurricanes, typhoons) as well as accidents (ship collisions, rail disruptions), it
is essential that a recovery and/or management plan be in place to provide an
uninterrupted supply of components,” he adds. “ It is extremely costly for an assembly
plant to be impacted by a supply outage of a critical component even for just one hour.
The risk identified with this outage must be identified and managed.”
Overall, the new basin of automotive manufacturing means that economic stimulation
is shifting. As it does, regions will benefit while logistical pathways will need to
accommodate this growth.
The new automotive South is built to last. However, its corresponding supportive
infrastructure may need to expand to meet its demands. The U.S. transportation
infrastructure and says it is not keeping pace with the growth of rail and truck traffic,
says Jim Moore. He adds: “Our highway and rail network is essentially the same as
that of 1965 when our population was 200 million despite a 50% growth to 300 million
people.”
9. Jim Romeo is a freelance writer based in Chesapeake, Virginia.
10. Jim Romeo is a freelance writer based in Chesapeake, Virginia.