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Automotive: Page 161
How Ford's Supply Chain Put the Company Back in the Driver's Seat
You've seen it in movies, and possibly in real life as well. A desperate gambler, down to his last chance, stakes everything he has on one play. And while the scene makes for great drama, it rarely goes well. The lesson: never bet the store.
Volkswagen Slovakia Gains Efficiency in Its Finishing Process
Automobile manufacturer Volkswagen Slovakia is tracking its assembled vehicles as they undergo final servicing and inspection processes at its plant in Bratislava, using a real-time location system (RTLS).
Are You Ready for the Next Supply-Chain Disaster?
Each disruption in global supply chains seems to bring a new surprise. On March 31 of this year, it was an explosion and fire at a chemical plant in Marl, Germany. The incident at the factory of Evonik Industries resulted in the deaths of two workers and caused damage that will take all summer to repair.
The Human Factor in Demand Forecasting
With all of the advances in forecasting technology and software, it's tempting to conclude that people don't need to play a direct role in the process anymore. But the opposite is true, says Jonathon Karelse, vice president of corporate development and strategic planning with Wholesale Tire Distributors.
Flash Europe Acquires Express Logistics Provider Roberts Europe
Flash Europe International S.A., a specialist in expedited freight transportation, has acquired Roberts Europe, a longtime logistics provider based at Maastricht Airport in the Netherlands.
What It Takes to Be New Market Leader in Commercial Vehicle Industry
Six mega trends have been identified that will significantly impact the revenues, costs and profitability of the commercial vehicle industry as demand for trucks and buses evolves with globalization, technology development, regulation and emerging market growth, according to a report from Ernst + Young.
Managing Global Supply Chain Risk
As a tier one automotive supplier, Active Tools International knows the importance of avoiding and mitigating supply chain disruptions. Bill Keller, president of global operations, says the company has developed written risk mitigation plans that emphasize the use of dual sourcing of parts.
The Next Step in the Evolution of SaaS - Managed TMS
Challenge: Our client, a leading canned and bottled juice company wanted to move to a Managed TMS program. The company considered a number of other options before selecting a system. It decided that software-based solutions that could be implemented in-house were too costly, both in terms of the initial outlay and ongoing maintenance. A web-based solution proved inadequate because it was not integrated properly with outbound operations.
Managing Global Supply Chain Risk
Global Online Shopping Retailer Achieves End-to-End Shipment Visibility
Challenge: Our client's top issues included a lack of supply chain visibility and collaboration, coupled with disparate functional groups and external business partners. High seasonality compounded problems, bringing: Supply chain lags and disruptions; Poor customer service; Lost sales due to inability to deliver goods in time; Higher administrative costs due to manual, disjointed processes, internally and with external partners; Greater expediting and demurrage fees.
Swimming in Big Data Can Flood You with Red Ink
Data is a powerful lure, promising to turn the massive and ever-increasing volumes of data inside an organization into a pool of intelligence that promises deep, actionable insight into every aspect of a business. However, that lure can lead you into an expensive trap if you don't plan carefully.
Some Manufacturers Have Extended More than a Helping Hand to Keep Their Suppliers Afloat
Without a doubt, the economic downturn was difficult on everyone. Significant cutbacks in production left thousands of smaller suppliers struggling to remain in business. In the midst of this bleak scenario, some large manufacturing organizations have opted to share financial expertise, efficiency and lean manufacturing knowledge - and, in some cases, actual capital - with their smaller, highly valued suppliers to pull them from the brink.
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