Case Study Of Taneja's Saras Aircraft Supply Chain

Rajib, S. U., Alam, S., & Arefin, S. (n.d.). A case study on integrating logistics information systems with the corporate resources. Retrieved from http://www.academia.edu/1213764/A_Case_Study_on_Integrating_Logistics_Information_Systems_with_the_Corporate_Resources

(2012). Chapter 7: International Strategy. In G. G. Dess, G. T. Lumpkin, A. B. Eisner, & G. McNamara, Strategic Management (pp. 257, 259-260). New York: McGraw-Hill/Irwin.

Managed logistics, supply chain, and integrated logistics functions within a leading provider of services to the federal government. Supervised, trained, and evaluated team of over 20. Assisted Program Manager in quality assurance and operations leadership to meet all contractual requirements. Created comprehensive monthly data analysis, written reports and briefings, program plans/analyses, and others to support logistics and operational matters. Maintained supply and inventory control using Property Book Unit Supply Enhanced (PBUSE) system.

In 1916, the Boeing Company (Boeing), was founded in Seattle Washington. Boeing is one of the world’s biggest manufacturers in producing military and commercial aircraft carriers. Throughout Boeing’s history, the company has developed several strategic alliances with various aerospace companies. Further, the company has merged and acquired numerous international aerospace firms such as McDonnell Douglas, Rockwell International, Jappesen Aerospace, Hughes Space and Communications, and North American Aviation (Boeing, 2014). Boeing is currently conducting business operations in approximately seventy (70) countries and approximately 200,000 employees. Further, there are approximately 25,000 suppliers within the company’s supply chain. In addition, the company has a very intricate value chain as seen in Table 1 below.

Combining imported technology with their domestic innovation was translated in the inception of the Japanese low-cost mass productions system. Technological improvements such as the one mentioned above played a huge role in the country’s economic growth, as improvement of technology in one industry often influenced the growth of other industries. For instance, Japan’s steel industry was successful in improving the quality of steel used in manufacturing automobiles, due to the technological process in the casing of parts; the automobile industry too benefited and hence could reach a level where it could compete with its international

• Advanced warehouse and logistics solutions, including package management and support for both automated and complex delivery” (Lawson, 2012)

It is widely known that logistics is the life blood of anything major. The logistics and transportation industry in the United

Japanese automakers have instituted innovative production methods by modifying the U.S. manufacturing model. They are also capable of adapting and utilizing technology to enhance production and increase product competition.

Since the end of World War II, Japan's economic strategy for growth was based on exports, that allowed the development of its powerful industrial sector. During the 1980s, Japanese automakers in particular were enjoying an unprecedented and largely unexpected period of prosperity. They managed to establish a successful domestic automobile industry and to gradually sell their products abroad. Thanks to their competitive advantage in producing cars with respect to foreign competitors, due to labor differences, technical efficiencies (lighter and fuel-efficient cars), better designs, and of

Ghosn’s plan to combine, centralize, and globalize Nissan and Renault’s parts procurement would cut costs by 20 percent! Before this change, Ghosn estimated Nissan’s parts procurement costs were around 10 percent higher than Renault’s. To accomplish his goal, Ghosn had to prove that the precious keiretsu system of Japan was promoting

(Bowersox, D.J., Closs, D.J., and Cooper, M.B. (2010). Supply Chain Logistics Management. (3rd Edition) New York, NY: McGraw-Hill/Irwin.

One of the most spoken and discussed issues in the business world has become establishing the association between the Nissan and Mitsubishi car producers. After the scandal that occurred as the Mitsubishi falsified its fuel-economy tests, the cooperation with Nissan is like a lifeline to the company. Nissan's decision to buy an influential share of Mitsubishi's assets is believed to bring benefits to both participants of the process. While this deal would help the Mitsubishi corporation to improve its image after the cheating scandal, Nissan also expects to increase its profits by using the recognizability of Mitsubishi's brand in the eastern countries. Under the conditions of growing global competition in the automobile industry, the alliance between the large Japanese and European car producers is supposed to radically strengthen the positions of both companies on the market.

Once again in 2009, Toyota was back in the limelight and at the center of a government investigation and consumer driven outrage over their refusal to admit they had put out defective accelerators in their vehicles. They did try to react somewhat more proactively as compared to their engine sludge recall by issuing a letter to consumers extending warranties and accepting to pay for any costs incurred from engine damage, however, they still failed to fully accept blame (Greto, Schotter, & Teagarden, 2010). More importantly, at this point, Toyotas leaders in Japan were not fundamentally focused on the larger issue at hand which was their global network of manufacturing plants had become disjointed and their culture of perfect quality had been lost in many of their products and they were now paying a heavy price because of this critical oversight in their pursuit of rapid market expansion and radical reductions imposed on managers to find manufacturing cost cutting measures (Greto, Schotter, & Teagarden, 2010).

Worldwide supply chains giving low cost sources of work and raw materials to proficiently benefit worldwide business sector opportunities offer broad advantages to firms. However, with such open doors, supply chains amplify and their complexities build, making numerous vulnerabilities and dangers. There is today more dependence on systems of different suppliers bringing about expanded dangers of disturbance and disappointment in supply chain operations (Gerschberger et al., 2010). For instance, Toyota has more than 340 suppliers over the globe, conveying to more than 51 assembling plants outside of Japan in five landmasses, in which they create more than six million cars yearly, over one hundred models (Toyota in the World, 2010). This spread and number of suppliers and assembling plants displays the reliance of Toyota with different firms, their undertaking viewpoint and the many-sided quality of their system of operations.

After World War II, Japan had a strong economic growth in which their economy experienced a period of rapid growth as Japan implemented various political and economic reform measures. After 1958, the government began to guide the organisations’ production focus on automobiles,