Nissan Motor Company Case Study

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

Fierce competition, fluctuating market demand and rising customer requirements has led to customers becoming more demanding with increased preferences (Zhang and Cheng, 2006). In, the 21 st century, participating largely in globalization has created significant opportunities, and at the same time, put pressure on the automotive industry manufacturers to enhance quality, improve styling, increase organizational efficiencies and drive innovative features into their products in an effort to attract customers and expand into new markets (BCC, 2005). This paper explores the concept of supply chain management with a case study of one of the greatest motor brands BMW. We will look at the supply chain strategy of the company and how successfully it

This is a case study analysis on Nissan Canada Inc. (NCI) and its plan to move from a “make to stock” to a “make to order” process and the implementation of NCI’s Integrated Customer Ordering Network (ICON). Involved in the implementation of ICON, NCI is faced with several challenges in the conversion of its outdated ordering process to Manugistics, an Enterprise Resource Planning (ERP) system. (Hunter, 2007)

When the Nissan leaf was introduced to the public, it was a revolutionary to our transportation industry. Nissan was the first company to introduce an all-electric automotive vehicle, this vehicle produced no emissions onto our environment and didn’t rely on burning fuel to run. “In theory, the range of my Leaf is 83 miles when fully charged.” Even though the first Nissan leaf in 2011 could not go more than 100 miles, the number of miles has been improved throughout the years.

Nissan's strategy is based on the concept of listening to the community and identifying potential risks and opportunities. The company takes into account the proposals of major experts and organizations, reviews organizations' assessments, uses this information to analyze its goals and activities, and to

Chung Ju-yung founded Hyundai Motors in 1967. The main headquarters of this company is based in South Korea. The main area it specializes is automobile industry. They first started with assembling cars and trucks for Ford. The first car they launched was Hyundai Cortina in 1975, which was in tie-up with Ford Company. Just in 2 years period of time they were the 13th largest in the world with the share of 2% in the global retail market.

Kelly and two other westerners working in Japan on the JET program had a dispute with their Japanese supervisor over sick leave. This report aims to analyze the decisions and

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 main topic of the case was the problems caused by defective or damaged seats. TMM USA's seat problem was threefold. The first was the actual defects with the hooks and the damaged caused by cross threading by employees when installing the seats. This problem led to the second problem, which was the departure from the Toyota Production System (TPS) when dealing with the seat problem. Rather than fix the problem with the seat when it happened, they continued with the car's production and worried about the seat afterwards. And this led to the third problem, a build up of cars with seat problems in the off-line operation area.

According to the World Bank, “Innovation in all its forms, in particular technological innovation, serves as a crucial driver of growth, enhancing competitiveness and increasing social well-being in all economies worldwide.

Above analysis shows the satisfaction level of Tata Motors customers towards the customer relationship managed by the Tata Motors. From the above it can be clearly stated that majority of the respondents are highly satisfied with the customer relationship managed by the Tata Motors.

Nissan’s new line of cars in China will be designed and engineered in Japan, based on a common “B” platform shared with Renault that centers on smaller engines. Annual sales of the entire family of cars are expected to reach 200,000 units globally and will be launched in other markets over the next couple of years (Financial Times, pg. 1). However, the threat of inadequate roads and the government’s changes in regulating how autos are purchased will make the costs unpredictable. On a financial scale, the banks are under pressure to control credit, so auto loans may not be easy to acquire.

One of the world’s largest automakers, GMC has it’s roots traced back to 1908. Also known as GM, this company is a United States-based automaker with its headquarters in Detroit, Michigan. After the General Motors Company was founded, it soon became known as one of the largest car manufacturers in the world. In 1909, the Grabowsky Rapid Motor Vehicle Company (GMC) joined with GM. The trade name GMC Trucks was first exhibited in 1912 at the New York Auto Show and registered with the U.S. Patent Office eight months later. The

Nissan focuses on maximizing its auto manufacturing operations through flexibility and efficiencies by maintaining a

Along with other Japanese manufacturers, Nissan was successfully competing on quality, reliability and fuel efficiency. By 1991, Nissan was operating very profitably, producing four of the top ten cars in the world.Nissan management throughout the 1990s, however, had displayed a tendency to emphasize short term market share growth, rather than profitability or long-term strategic success. Nissan was very well known for its advanced engineering and technology, plant productivity, and quality management. During the previous decade, Nissan’s designs had not reflected customer opinion because they assumed that most customers preferred to buy good quality cars rather than stylish, innovative cars. Instead of reinvesting in new product designs as other competitors did, Nissan managers seemed content to continue to harvest the success of proven designs. They tended to put retained earnings into equity of other companies, often suppliers, and into real-estate investments, as part of the Japanese business custom of keiretsu investing. Through these equity stakes in other companies, Ghosn’s predecessors (and Japanese business leaders in general) believed that loyalty and cooperation were fostered between members of the value chain within their keiretsu.