...Ford Motor Company: Supply Chain Strategy Executive Summary The Ford Motor Company is a well established, international automotive design and production company that is shifting the company mission to have an emphasis on shareholder value and customer responsiveness. In the face of increasing international competition, Ford has recognized several facets of operations that can be better executed in order to attain the outlined objectives. There has been several alternatives to various operations within Ford that can directly alter the fundamentals of its business, all with a strategic significance put on the supply chain procedures. This case study identifies these options; maintaining current practices and partnerships, standardization of their supply chain and sub-system products to simplify the supply process, adjust the retail services and dealership chains to drive market driven sales and a combination of virtual integration with key suppliers to drive relationship based supply that is determined by a forecast driven sales and production model, called the Ford 2000 Process. Through the evaluation of the presented alternatives, the Ford 2000 Process has been selected as being the most effective path to achieve the corporate goals of the Ford Motor Company. Ford should be able to utilize it’s current market share and global supply network to generate beneficial partnerships on key suppliers and stabilize a fluctuating production model that is riddled with waste...
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...History Since the Ford Motor Company’s incorporation by Henry Ford in 1903, its strategic focus has remained on automobile design and manufacturing. Up until 1970, competition was from the two other manufacturers making up the Big Three Automakers; General Motors and Chrysler. However, starting in the 1970’s, foreign competition, mostly from Toyota and Honda, eventually lead to overcapacity within the industry. As more and more developing and industrial nations encouraged development into the automobile industry, overcapacity in the automobile markets reached an estimated 20 million vehicles. In 1995, in an effort to reduce cost and increase efficiency, Ford developed a restructuring plan called Ford 2000 that was to focus on globalizing corporate organizations and taking advantage of the economies of scale in purchasing and manufacturing by consolidating the North America, European, and international automobile operations. Ford 2000 also called for a complete reengineering of several key company processes including Order to Delivery (OTD) and Ford Production System (FPS). One of the primary strategic goals of Ford 2000 was to decrease OTD from 60+ days to less than 15. To help overcome information constraints in Ford’s new global approach, they launched a company-wide Intranet in mid-1996. In addition, Ford further expanded upon that system to include business-to-business (B2B) capacity by January 1997 which also comprised the Automotive Network Exchange (ANX)...
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...As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration strategies from companies like Dell to portions of Ford’s supply chain strategy. Although there are several key differences between the companies, the restructuring plans of Ford 2000 have set a viable foundation to implement Dell’s virtual integration strategy in inventory management, customer service and support and suppliers’ management. The redesign of the process must include design not only of the supply chain but also of fulfillment, forecasting, purchasing, and a variety of other functions that historically been considered independently within the Ford hierarchy. Teri believes that implementing virtual integration by building on Ford’s key initiatives and projects including Ford Production Systems (FPS), Order to Delivery (OTD) and Ford Retail Network (FRN) that are currently underway will make their supply chain run more smoothly with less bottlenecking, reduced inventory, and better overall performance. Managers could overcome the complex and inaccurate manual process of forecasting and procuring parts which would result in reduced OTD lessen costs and enhance customer satisfaction. Further improved Supply Chain management will improve Supply Chain responsiveness and increase shareholder value to keep investors interested in the company. ------------------------------------------------- Introduction Due to increase in market competition, supply chain superiority of...
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...Executive Summary Ford’s existing supply chain is highly complex and there are several external factors that have contributed to the search for solutions to move past the costly supply chain challenges the company has been dealing with in recent years. The challenge in their current supply chain system revolves around the inefficient management of their large data base of suppliers, the existence of independent distributors and their inability to communicate and provide direct service to their customer base. Recognizing an immediate need to improve and enhance their supply chain, making it more cost effective and profitable, I have decided to implement portions of the supply chain strategy “Virtual Integration” from companies such as Dell. Although there are several main differences between the two companies which is visible in the comparison, pieces of Dell’s virtual integration strategy can be applied to Ford’s supply chain to improve operations. Through this solution, Ford will implement information technologies and internet, along with innovative concepts from high tech businesses, in order to directly interact and perform transactions with their suppliers and customers. This solution will allow Ford to increase its sales by gaining customer satisfaction and by providing rapid communication with their suppliers, manufacturers, and customers – but also keep current client that enjoy buying from dealerships. Since Dell and Ford are two different types of industries, a modification...
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...director of Supply Chain Systems, I have decided to implement portions of the new supply chain strategy of Virtual Integration and strategies from companies like Dell. Although there are several key differences between the companies, Dell’s virtual integration strategy can be applied to Ford’s supply chain operation. A modification of the virtual integration system currently used by Dell could be applied to Ford’s dependent supplier base, distribution system, dealerships and divisions. Special care will need to be taken to address the unique dependency of our custom Tier 1 supplier. The management of lower tier suppliers of general or generic components would be more effectively suited by the standard procedures used by Dell. If we at Ford could find a solution to the obstacles of virtual integration, it could make our supply chain run smoothly with less bottlenecking, inventory, and better overall performance. Managers could overcome the complex and error-prone manual process of forecasting and procuring parts which would result in reduced OTD lessen costs and enhance customer satisfaction. ISSUE IDENTIFICATION Senior Executives have asked how Ford should use the emerging information technologies and ideas from new high-tech industries to change the way we interact with Suppliers. We must find ways to improve the Supply Chain management and to increase shareholder value and Supply Chain responsiveness. Specifically we are looking at how Dell manages their Supply Chain...
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...The Ford Motor Company’s Supply Chain Management Landon Orchard 292 Windermere Court West, London, Ontario, Canada 519-661-7006 Landon Orchard is currently an undergraduate business management major at Ashland University, Ashland, Ohio North Central Ohio APICS Chapter Full-time undergraduate student The Ford Motor Company’s Supply Chain Management 2 The Ford Motor Company’s Supply Chain Management ABSTRACT The influx of foreign automobiles that flood the United States market is higher than ever before and American companies are struggling to adapt to this decrease in market share. Ford is one of the organizations that has restructured its supply chain strategy to better integrate suppliers into their system reducing cost and making delivery more efficient. INTRODUCTION Background of Ford As European and Asian car manufacturers continue to make advancements on the American markets, Ford's market share will decrease even further. One of the processes that Ford must improve is its supply chain management. By being able to speed up and better interact with suppliers and consumers, Ford will regain lost market share by communicating customer needs between themselves and their suppliers and acting upon these requests quicker and more efficiently. The Ford Motor Company has been the focus of supply chain operations analysts lately as they have begun to revamp their supply chains and how they interact with suppliers and customers. Ford has been a leading...
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...Ford Motor Company Table of Contents Executive Summary 3 Introduction 4 Issue Identification 5 - 7 Environment and Root Cause Analysis 8 - 9 Alternatives and Options 10-11 Recommendations 12 Implementation 13-14 Monitor and Control 15 Conclusion 16 Ford Motor Company Executive Summary As director of Supply Chain Systems, Teri Takai recommends implementing virtual integration strategies from companies like Dell to portions of Ford’s supply chain strategy. Although there are several key differences between the companies, the restructuring plans of Ford 2000 have set a viable foundation to implement Dell’s virtual integration strategy in inventory management, customer service and support and suppliers’ management. The redesign of the process must include design not only of the supply chain but also of fulfillment, forecasting, purchasing, and a variety of other functions that historically been considered independently within the Ford hierarchy. Teri believes that implementing virtual integration by building on Ford’s key initiatives and projects including Ford Production Systems (FPS), Order to Delivery (OTD) and Ford Retail Network (FRN) that are currently underway will make their supply chain run more smoothly with less bottlenecking, reduced inventory, and better overall...
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...Part A: Literature Review Logistic systems and supply chains are continuously impacted by a multitude of internal and external variables. These variables include globalisation, shorter product life-cycles, technological advances, the development of electronic supply chains (ESC), increased communication, breakdowns of trade barriers, development of national economies and ever continuing efficiency improvements in transportation, manufacturing and communication (Gunaskeran, Patel & McGaughey 2004, Persson 1991). These factors can make creating and sustaining competitive advantage in supply chain management (SCM) a complicated and difficult task (Cavinato 1992, Persson 1991, Mehrjerdi 2009). A range of measures of supply chain competitiveness have been developed throughout SCM literature. Bhatangar & Sohal (2005, pg. 445) stated that there are “no stable set of measures that can be used for assessing the performance of the supply chain” (Lee & Billington 1992, Gunaskeran et al 2004). The pair constructed a framework (see Appendix A) that categorises and combines many of the concepts developed in the literature surrounding the competitiveness of supply chains. Gunaskeran et al (2004) also developed a framework for measuring performance in terms of strategic, tactical and operational levels of supply chain activity (See Appendix B). Developments in the perceptions of SCM are moving from a basic, purely cost approach to one of value-adding and non-cost measures such as customer satisfaction...
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...FINAL REPORT SUPPLY CHAIN MANAGEMENT IN AUTOMOTIVE INDUSRTY MARCH 13, 2015 TABLE OF CONTENTS INTRODUCTION 2 OVERVIEW OF SUPPLY CHAIN STRATEGY: 3 FORD: LOGISTICS AND SUPPLY CHAIN STRATEGY 3 About the company 3 Features of Ford system of manufacturing 4 Supply chain Design 4 Push Pull Strategy 5 Best practices 6 TOYOTA: LOGISTICS AND SUPPLY CHAIN STRATEGY 6 About the Company 6 Supply chain design 7 Key features of Toyota business model 7 Drivers of supply chain 8 Parts Ordering 9 Parts and Supplier Master 9 Forecasting 9 Toyota distribution model 10 Best practices 10 COMPARISON 10 ISSUES 11 RECOMMENDATIONS 12 REFRENCES 13 INTRODUCTION The Indian automotive industry, comprising vehicle and component manufacturers, has grown steadily since the economic liberalization of the early 1990’s. The arrival of major global auto companies has galvanised the domestic sector into adopting Supply Chain best practices. The changing business conditions of the 21st century has led to companies facing issues ranging from globalisation, economic uncertainty to new technologies and increasing consumer demands. In the automobile industry, as manufacturers design and build vehicles globally, their supply chains become increasingly complex with challenges that often stand in the way of profitability and higher shareholder value such as long order-to-delivery lead times, unreliable production schedules, excess inventory...
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...Case 10: Ford: Supply Chain Strategy I. Introduction/Background Ford Motor Company is widely regarded as one of America’s premier automotive manufacturers and the second largest industrial corporation in the world, with operations in over 200 countries. Ford was established by Henry Ford in 1903, and is still standing strong today. Although Ford has significant revenues from its financial services, its core business is the design and manufacturing of motor vehicles. Due to overcapacity within the automobile industry, Ford developed a restructuring plan called Ford 2000 that focused on globalizing corporate organizations and taking advantage of economies of scale. Ford 2000 completely re-engineered several of Ford’s key processes including the Ford Production System (FPS) and Order to Delivery (OTD). FPS was created to convert Ford’s supply chain from a push strategy to a pull strategy. To increase supply chain efficiency, Ford aimed at reducing the number of suppliers that had accumulated over the years. Ford accomplished this by developing a closer, long term relationship with fewer suppliers referred to as “Tier 1” suppliers. These suppliers would provide complete vehicle subsystems for Ford. Tier 1 suppliers work closely with several Tier 2 suppliers who provide the components for the Tier 1 subsystems. Another initiative taken by Ford to improve their supply chain was the Ford Retail Network. This helped reduce competition among its dealership in the same region...
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...Executive Summary: Ford Motor Company was incorporated in 1903 in Michigan,USA by Henry Ford and 11 partners with a starting capital of 28000 US $ in cash. The company witnessed tremendous growth and became one of the top three car manufacturers in North America. Sales reached 150 billion $ in 1996 with a total of 370,000 work force worldwide. The company stayed innovative and progressive in its strategy and business model. In the 1970's, the car market became more competitive with the Japanese manufacturers like Toyota and Honda gaining grounds in the auto market worldwide by producing high quality vehicles with extended life time. In 1999 Ford acquired the Swedish company Volvo to establish a foot hold in Europe and launched a campaign called "Ford 2000"to reengineer the company infrastructure and IT strategy that aimed at reducing their vehicle centers to 5 worldwide and requiring information technology to be the driving force and the link between the various company divisions. In doing so, Ford was trying to build a model similar to the one adopted by Dell computers to improve supply chain and delivery times. Dell launched the "direct business model" or "virtual integration" where Dell contracted with reliable suppliers to produce and assemble hardware and software for its computers and note books and tried to sell its products directly to organizations and individuals through the internet by cancelling the role of the retailers or intermediaries. I recommend the implementation...
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...MSTRA- L MANAGING STRATEGY ASSIGNMENT FARUK SULEIMAN TP025329 WORD COUNT: 3694 WORDS UCMF1103MBAIT SCHOOL OF POSTGRADUATE TECHNOLOGY PARK MALAYSIA ASIA PACIFIC INSTITUTE OF INFORMATION TECHNOLOGY UNIVERSITY OF STAFFORDSHIRE SHARMILA A/P K. N. SETHUMADHAVAN EXECUTIVE SUMMARY Strategy is well explained as the effective use of well laid out plans to achieve success. It is no less of spectacle to attribute strategy to individual achievement, achievement from a company, a country or at the very least a non – financial institute to achieve strategic success. Ford Motor Company has in recent times lost its market share to emerging Asian companies such as Honda, Toyota, Hyundai and Nissan. As a new landscape of economic might surfaces, new car stereotypes are emerging. Finding a place in these segments is proving difficult for Ford Motors and hence need to change its strategies. Hyper-competition combined with tough economic times has pushed Ford to the edge of insolvency. This paper examines the issues that plague the company while using published models to make analysis on how and why the problems occur to better understand their potential impact on the company’s sustainable competitive advantage. Recommendations will seek to give strategic solutions to address the issues identified earlier. This research isn’t structured upon models to identify, analyze and solve issues but rather looks at the core of the problems within Ford Motors and provides models...
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...Ford Value Chain: The graphic above illustrates the major stages of our value chain and identifies key impacts, stakeholders, and examples of value we create at each stage. The value chain assessment was revised and updated for the 2013/2014 report as part of the “materiality analysis” which prioritizes the most significant issues in Ford’s value chain. (Circled in red are the areas in which Ford sees as most significant in adding value) http://corporate.ford.com/microsites/sustainability-report-2013-14/blueprint-value.html (Ford value chain and its impacts) Each link in a value chain consists of a bundle of value activities, performed by a firm to “design, produce, market, deliver and support its product”. ‘Value activities are the discrete building blocks of competitive advantage’. The value chain of the Ford Motor Company is comparable to that of competing manufacturers in the automobile industry. Many years of increased arbitrary demands on suppliers has led to poor supplier relations and so the 100 year-old company is taking a new approach to reinvent its’ value chain. ------------------------------------------------- Porter, M., “Competitive Advantage: Creating and Sustaining Superior Performance”, Free Press, New York, and Collier Macmillan, London, 1985; 2nd edn, Free Press, London and New York, 19 References Automotive Industries. Norman Martin. April, 2005. December 2007. Ford Wages War on Waste. http://findarticles.com/p/articles/mi_m3012/is_6_179/ai_55055336 ...
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...------------------------------------------------- ------------------------------------------------- Ford Motor Company Case Report ------------------------------------------------- Executive Summary Ford Motor Company has a long history, starting in Michigan in 1903. They have focused on designing and manufacturing and have been very successful, however with increasing competition, global markets and over-capacity the company needs to look at ways to improve profitability. The company has implemented various programs and processes to create a lean, responsive system with better consumer forecasting. Their challenge is to continue to research ways to stay viable in current market and industry conditions. Dell Computers has been very successful with a direct model and virtual integration that may or not work well for Ford. CONTENTS * ISSUE 3 * ANALYSIS 4 * ALTERNATIVES 6 * RECOMMENDATIONS 7 * IMPLEMENTATION 8 * CONCLUSION 8 * REFERENCES 9 * ISSUE: The Ford Motor Company is facing a number of challenges including the direction of CEO Jac Nasser to focus on customer responsiveness and shareholder value to deal with increasing competitiveness, an industry with potential over-capacity and the expansion into globalized markets. Ford had begun to implement systems to reduce cycle-time, improve quality and to lower costs. Programs included consolidating product development into five Vehicle Centres (VCs), reeingineered...
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...Ford vs Dell Executive Summary FORDs current method of controlling all aspects of the manufacturing is outdated and is limiting the corporation’s annual results. In order to stay competitive and become efficient again, FORD needs to re-evaluate their current supply chain and implement key portions of DELLs vertically integrated supply chain model. A proper implementation will increase information flow between suppliers, departments and dealers resulting in a reduction of redundant inventory and focus towards just in time inventory. All of these factors will further drive up the already US industry leading profit margin per vehicle. In order to accomplish these goals FORD needs to refocus the Purchasing department’s responsibilities, consolidate and develop suppliers that deliver finished high level components and increase the information flow across all points of the supply chain. These steps will help to introduce a more pull-based system. Contents Issue identification 1 Environmental and root cause analysis 2 Alternatives/Options 3 Recommendations 4 Implementation 5 Monitor & Control 6 Issue identification • Current order to delivery (OTD) is more than 60 days. • Management of large supplier network. • Utilization of IT is lacking. • Purchasing isn’t integrated into Product development. • Independent dealership network has resulted in FORDs loss of control over customer service experiences. This network also...
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