Case Study : Nissan Canada Inc.

As for Chrysler, they had to leave Europe in the late 1970s, when financial troubles forced them to

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CarMax is as fortune 500 company that started from humble roots. It has taken twelve years to get to the150 super stores that it has across the country. The success can be attributed to a few factors such as: I highly sought after product such as: used vehicles and to provide them with service with a mile. High level of customer services is the CarMax staple. The company does not shy away from social responsibilities, with programs in recycling and energy efficiency CarMax is contributing to its environment and to those in the industry in the future. There are many car dealers across the country and competition is fierce and plentiful so, in order to compete and succeed, CarMax has set itself apart. Every town is a new market and to compte

Ever since the 2008 recession US automobile companies have been on a steady downhill slide, but actually you can trace this downward trend even further back than 2008. US car companies have been feeling the heat since as early as the late 1980s when Japanese car companies laid claim to American manufacturing plants . Despite a shot in the arm in sales over the past five years, American firms are still on the decline. This case analysis aims to diagnosis the problem, provide analysis of the problem, and propose a viable solution to the problem from the perspective of the US automobile market share leader, General Motors.

Bell Canada Enterprises (BCE) is Canada’s largest telecommunications and media conglomerate. It is publically traded company on the Toronto Stock Exchange. The large company has millions of contracts providing services to regular individual consumers, residential areas, commercial businesses, and the government. BCE provides many services which include bell: mobile, tv, internet, home phone and

who have been continuously employed by the company for many years (Keenan, 2017). Furthermore, while NAFTA and other similar trade agreements may have been structured to benefit economies as a whole, Mexico has recently surpassed Canada as one of the largest auto producing states in the global industry (Owram, 2016). An example such as this goes to show that regardless of how large an industry may be, it is still susceptible to the laws and fluctuations of economics.

Recently there have been doubts concerning the survival of General Motors. These doubts stem in part from the firm’s unawareness of the automotive industry’s external business environment. This includes the consumer’s view of current events and economic trends. There are also key issues such as the emergence of technology that are related to the automobile industry that are covered by trade publications.[i] Doubts also stem from problems associated with G.M.’s internal business environment. These problems likely arose from the firm following the wrong generic strategy.

The auto industry has many challenges within the United States. As the market minimizes it becomes increasingly difficult for auto manufacturers to circumvent the economic downfall of the market. Newer technologies threaten the industry as consumers demand better fuel efficiency and are becoming more environmentally conscientious. With the ever involving consumer auto makers must drive sales in a creative manner than benefits all.

The auto industry has faced many challenges in the past years. The competition is now stronger than ever, all car manufacturers have been competing to be the number 1 in the market. At the same time, the growing concern of Global Warming has force the industry to reinvent itself and find ways to be more sustainable. Equally important, is the yearly advances in innovation that had made it harder to keep new vehicles up-to-date on the latest technology. For all this reasons, the car industry struggles to maintain customer satisfaction. In this essay, I will touch each one of the points on the challenges facing the American auto industry.

After the 2011 Earthquake and Tsunami that hit Japan, Nissan was able to recover faster than other leading automobile manufactures, such as Toyota and Honda. Nissan was able to recover so quickly because the company had a crisis plan already in place, which involved international connections, relationships and deals with suppliers. In this essay, Nissan’s operation management functions will be discussed, in addition to the critical path method (CPM) and the program evaluation and review technique (PERT) and how these methods can be fused with the company’s project management.

The automotive industry is characterised by high levels of uncertainty, creating difficulties for companies to follow prescriptive strategies. Many factors contribute to this unpredictability. Pertinently, the financial crisis created instability: between 2008-2009 the Western automobile market worth fell by $300billion. Damaging profitability and cash flows, creating excess supply. In 2007 worldwide production capacity of cars was over 70million although demand was less than 60million (De Moraes, 2016).

The unorganized distribution of the finished end products is a major concern that the company faces. Regional ware houses that order the procurement of the products works independently which results in improper management of inventory. There is no accurate data of many hospitals use these warehouses for the frequent replenishment of the products. This resulted in panic ordering as multiple regional warehouses and dealers are trying to match the demand of the customers. (Lee & Jeong, 2010)

The process of filling and order in a distribution center requires a few people, pickers, sorters, and packers. This means that a lot of money is tied up to labor. Another method the DC’s use to make the process faster is by using automation processes such as conveyors and sorting equipment. These automation-handling systems are very expensive and involve large design cycles that take 12 to 24 month to bring online (article citation). Another drawback is that once they are set, they are set in stone

Toyota is a global multinational corporation headquartered in Japan. By revenue, it is the second largest automaker in the world after Volkswagen and the ninth largest corporation overall. Though primarily an auto company, it includes minor segments in financial services and other industries. The corporation sells vehicles in over 190 countries with more than 50 manufacturing plants in over 30 countries – half of which are in Japan.

Tan Chong Motor Holdings Berhad (TCMH) was incorporated in Malaysia on 14 October 1972. From its humble beginning as the distributor of small motor vehicles by its founders back in the 1950s, TCMH Group has grown into one of the largest national conglomerates involved in a myriad of business activities; from the assembly and marketing of motor vehicles and auto parts manufacturing to property development as well as trading in various heavy machineries, industrial equipment and consumer products - both locally and abroad.