Crash Course: The American Automobile Industry's Road from by Paul Ingrassia

By Paul Ingrassia

With an up-to-date Afterword via the author.

This is the epic saga of the yank motor vehicle industry's upward thrust and loss of life, a compelling tale of hubris, neglected possibilities, and self-inflicted wounds that culminates with the president of the USA ushering of Detroit's titanic 3 automobile companies--once proud symbols of prosperity--through financial disaster. With unheard of entry, Pulitzer Prize winner Paul Ingrassia takes us from manufacturing unit flooring to small-town dealerships to Detroit's boardrooms to the White condo. Ingrassia solutions the massive questions: used to be Detroit's self-destruction inevitable? What have been the foremost turning issues? Why did eastern automakers deal with American employees larger than the yank businesses themselves did? entire with a brand new Afterword supplying clean insights into the continued upheaval within the car industry--the travails of Toyota, the revolving-door administration and IPO at basic automobiles, the unforeseen growth at Chrysler, and the Obama administration's stake in Detroit's recovery--Crash path addresses a severe query: the United States bailed out GM, yet who will bail out the US?

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So sind alle äußeren, farbgebenden Designteile des Smart mit wenigen Handgriffen austauschbar. In anderen Branchen werden bereits heute an Produkten teilweise die letzten Fertigungsstufen nicht in der Fabrik, sondern im Distributionszentrum in der Nähe des Kunden erbracht. Die Vorteile liegen auf der Hand: • starke Verwendung von Gleichteilen • niedrigste Bestände an höherwertiger, eingeschränkt absetzbarer Fertigware • der Bedarfsprognose angepasste Bestände der Vorstufen • Einsatz kostengünstiger Lohnfertiger für die "Veredelung" Zusammenarbeit in dynamischen Supply Chain-Netzwerken Supply Chain Netzwerk Supply Chain Netzwerk B 0 Supply Chain Netzwerk 00 A C 00 51 00 0~--- 00 ° Ebene der Produktions Ebene " , 'Distributions Ebene Kundenauftragsentkopplungslinie "" Abb.

Somit sind auch Teile der Kundenstammdaten und -aufträge im APS-System zu halten bzw. dorthin zu übertragen. Da Leitstände und APSSysteme vom ERP-System abgetrennt planen, fehlt ihnen die Online-Fähigkeit. Der Abgleich der umfangreichen Daten über diverse Schnittstellen zum ERPSystem kann nur im Batch betrieben werden. So ergibt sich häufig das Problem, dass einen ganzen Tag ohne Aktualisierung aus dem ERP-System geplant werden muss. Umgekehrt bleiben durch Zurückspielen einer offline erfolgten Planung in das ERP-System aktuelle Bedarfe oder Net Change-Informationen bis zum nächsten, meist nächtlichen MRP-Lauf zum Update der Planung unberücksichtigt.

In die Beschleunigung der für den Kunden "spürbaren" Prozesse im Sinn des VCM zählen auch eine rasche und korrekte Fakturierung sowie ein gut organisierter Service. Supplier Relationship Management (SRM) Customer Relationship Management (CRM) Eigene Logistik-Prozesse ~--~~----, Source ~ Deliver Supply Chain Management (SCM) Abb. 5: Umfang Value Chain Management Zusammenarbeit in dynamischen Supply Chain-Netzwerken 47 Nach außen hin ist ein modemes Unternehmen über 3 Kanäle verbunden: Im Supplier Relationship Management (SRM) sind alle Prozesse fUr das Anbahnen, Durchführen und Bewerten der Beschaffungen einschließlich der Lieferantenbewertung zusammengefasst.

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