Chapter Fifty-Six. The ageing society and reactions of the automobile industry—A case study

2008 ◽  
pp. 1017-1032
Keyword(s):  
Automobile Industry ◽  
Ageing Society

scholarly journals Hybrid Model of IVFRN-BWM and Robust Goal Programming in Agile and Flexible Supply Chain, a Case Study: Automobile Industry

IEEE Access ◽  
2019 ◽  
Vol 7 ◽  
pp. 71481-71492 ◽  
Author(s):  
Ayad Hendalianpour ◽  
Mahnaz Fakhrabadi ◽  
Xiaobo Zhang ◽  
Mohammad Reza Feylizadeh ◽  
Mehdi Gheisari ◽  
...  
Keyword(s):  
Supply Chain ◽  
Hybrid Model ◽  
Goal Programming ◽  
Automobile Industry

Dynamic patterns of technology collaboration: a case study of the Chinese automobile industry, 1985–2010

2014 ◽  
Vol 101 (1) ◽  
pp. 663-683 ◽  
Author(s):  
Yuandi Wang ◽  
Jian Li ◽  
Lutao Ning ◽  
Deming Zeng ◽  
Xin Gu
Keyword(s):  
Automobile Industry ◽  
Dynamic Patterns ◽  
Chinese Automobile Industry

scholarly journals Smed to increase productivity: A case study in an automobile industry

2020 ◽  
Vol 6 (6) ◽  
pp. 42088-42108
Author(s):  
Renan Fernandes da Cunha ◽  
Marcelle Mota Morais ◽  
Rafael Leite Nogueira ◽  
Hércules José Marzoque ◽  
Vinícius Expedito de Andrade Machado
Keyword(s):  
Automobile Industry ◽  
Increase Productivity

scholarly journals A new customization model for enterprises based on improved framework of customer to business: A case study in automobile industry

2019 ◽  
Vol 11 (3) ◽  
pp. 168781401983388
Author(s):  
Xianyu Zhang ◽  
Xinguo Ming ◽  
Zhiwen Liu ◽  
Maokuan Zheng ◽  
Yuanju Qu
Keyword(s):  
Automotive Industry ◽  
Automobile Industry ◽  
Implementation Process ◽  
Living Standards ◽  
Production Model ◽  
Enterprise Strategy ◽  
Model Driven ◽  
Customer Model ◽  
Collaborative Platform

With the continuous improvement of living standards, customers are gradually pursuing products which are individualization, entertainment, and scene. The production model of the enterprise has changed from the traditional inventory model to the manufacturing model driven by the customer orders. By analyzing the evolution process of customer to business, we get the overall framework of customer to business based on customer platform-connecting manufactory platform-connecting service. A case study in the automotive industry is introduced, which takes customer to business as the implementation of enterprise strategy. The detailed implementation process is discussed from the four aspects of open and networked demand for personalized customer (C), open and networked manufacturing (M), open and networked service (S), open and networked collaborative platform (P). The objective of this article is to provide general references for enterprises to change from traditional business-to-customer model to open and interconnected customization model by combining the improved customer-to-business framework and its application in automotive industry. The framework we put forward has achieved good results in related customer-to-business projects we participated in. The research results of this article can be used as a reference for enterprises to design, set, and carry out the model of customer to business.

Demand management: the role of cross-functional integration in a context of political turbulence

2020 ◽  
Vol 32 (3) ◽  
pp. 817-839 ◽  
Author(s):  
Marlos Rocha de Freitas ◽  
Márcio Lopes Pimenta ◽  
Per Hilletofth ◽  
Daniel Jugend ◽  
Pedro Carlos Oprime
Keyword(s):  
Automobile Industry ◽  
Demand Management ◽  
Functional Integration ◽  
Theoretical Framework ◽  
Product Launch ◽  
Future Research ◽  
Demand Side ◽  
Demand And Supply ◽  
Content Type

PurposeThe purpose of this study is to investigate how cross-functional integration supports the execution of the demand-side processes and its effects on both the demand and supply-side processes.Design/methodology/approachA case study was conducted including a Brazilian multinational manufacturer in the automobile industry and some of its suppliers and dealers. 17 interviews were conducted. A theoretical framework is proposed containing five basic elements, they are: characteristics of the demand/supply processes; involved functions; integration factors; context influencers and impacts of integration on demand and supply processes.FindingsThe findings present three demand-side processes (Product Launch, Marketing and Sales and Demand Planning) that demonstrated a greater need for cross-functional integration in the studied case, mainly through informal integration factors.Research limitations/implicationsThe empirical results of this study have methodological limitations due to the use of the case study method. Future research should analyze the effects of other context influencers (e.g. natural catastrophes, civil wars and low level of unemployment) on cross-functional integration.Practical implicationsThe results highlight that joint planning, willingness to work together, team spirit, adequate communication and cross-functional meetings helped the studied organizations to achieve competitive advantages and improve their performance.Originality/valueThis study provides a theoretical framework that helped to improve the understanding of the interrelationships between demand management constructs and cross-functional integration factors. There are indications that a political–economic crisis has stimulated the existence of a willingness to work together and group spirit among employees who remain in the organization after mass dismissals. This climate of cooperation helped to increase the agility and resilience of the studied supply chain, which is currently affected by a changing market.

Implementation of green supplier development process model in Indian automobile industry

2018 ◽  
Vol 29 (5) ◽  
pp. 938-960 ◽  
Author(s):  
Shivangi Viral Thakker ◽  
Santosh B. Rane
Keyword(s):  
Automobile Industry ◽  
Process Model ◽  
Large Scale ◽  
Manufacturing Industry ◽  
Supplier Development ◽  
Journal Articles ◽  
Content Type ◽  
Automobile Components ◽  
Green Suppliers

Purpose The purpose of this paper is to develop a green supplier development (GSD) process model and validate the model with a case study in Indian automobile industry. Design/methodology/approach A literature survey of peer-reviewed journal articles, survey reports and paradigmatic books with managerial impact is done for the research. The process of GSD is modeled using stage-gate approach and KPIV and KPOV of the process are determined. The process model is implemented in an Indian automobile components manufacturing industry for validation. Findings The industry implemented the model with ten suppliers and was able to successfully convert seven of them into Green suppliers. Remaining three suppliers were asked to repeat the process again or terminate the contracts. Model implementation took around three years starting from planning of resources and finances to actual development of suppliers. Research limitations/implications The model implementation was done with a small automobile industry and hence the validation and implications may be generalized by taking the case study further in different industries. It would be beneficial to test the model with case studies of large-scale industries. Practical implications The process model for implementing GSD activities will help managers in taking complex investment decisions. The stages and process inputs and outputs are clearly defined which helps the managers to successfully develop the suppliers. Originality/value This paper puts forward the process model that should be implemented for the successful development of green suppliers. It might represent new opportunities for rigorous and relevant research in the area of green supply chain.

Maruti’s Nexa – enhancing customer experience beyond buying

2020 ◽  
Vol 16 (4) ◽  
pp. 497-512
Author(s):  
Arun Kumar Kaushik ◽  
Geetha Mohan
Keyword(s):  
Automotive Industry ◽  
Automobile Industry ◽  
Secondary Data ◽  
Master's Level ◽  
Content Type ◽  
Distribution Management ◽  
Academic Level ◽  
Recent Developments ◽  
Store Environment

Research methodology The case collates secondary data pertaining to Maruti’s current position, Nexa, the premium retail sales channel of Maruti, and recent developments in the Indian automobile industry. It presents the facts and data published on websites, newspapers and magazines in the form of a case study. Case overview/synopsis Nexa was launched by Maruti in 2015 to enhance the buying experience of its premium customers and to re-position itself as a premium brand. It started offering customized services to car purchasers through its well-trained employees, attractive store environment and omni channel experience. Through all these facilities, though Nexa had a bumpy ride for selling its first product, it managed to pace up and perform better in the next few years. It remained to be seen how Maruti would handle competitor and cost challenges and how it would strategize its efforts to strengthen its footprint in the Indian automotive industry. Complexity academic level This case can be used in retail management, sales and distribution management, marketing management and related courses/modules at the master’s level.

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