Ford Motor Company: Supply Chain Strategy
Autor: Adnan • September 12, 2017 • 1,515 Words (7 Pages) • 1,108 Views
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Recommendations
“No change” alternative does not require any investments other than those planned for Ford 200o Initiative projects. However, fast development of information technologies, including the Internet, cannot be ignored and the company will need to address it later again.
Complete virtual integration is not suitable for Ford Motor due to vehicle manufacturing complexity, high individual transportation cost and strict industry safety standards. Moreover, it would require high investments and company reorganization, including large-scale dismissals.
Partial virtual integration will improve simplify communication with suppliers, stabilize material flow and reduce OTD lead time without disturbing end users and forcing them to change their way of buying vehicles. Instead, For Motor will be able to control distribution channels and provide end users with superior car buying / selling experience. Implementation of the Internet will provide better access to end users feedback.
Based on the detailed analysis, I recommend implementing partial virtual integration.
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Implementation
ACTIVITY
IN CHARGE
Supply chain (SCH)
IT Dept. (IT)
Human Resources
(HR)
Administrative (A)
Finance (F)
Legal (L)
SUPPORT
Supply chain (SCh)
IT Dept. (IT)
Human Resources
(HR)
Administrative (A)
Finance (F)
Legal (L)
TIMELINES
Short term (ST)
Medium term (MT)
Long term (LT)
Review company strategies and supplier management policies
SCH
A
ST
Create a new IT group for virtual integration
IT
HR
ST
Meet with Dell to discuss potential cooperation in IT
IT
SCH, L
ST
Organize meetings with key suppliers to discuss virtual integration project
SCH
L, IT, A
ST
Analyze the Internet providers market and negotiate service agreement
IT
L
MT
Buy and set-up IT hardware and software
IT
A, F
MT
Train supply chain personnel and supplier representatives
IT
SCH
MT
Develop transportation network in cooperation with key suppliers
SCH
F
MT
Implement virtual integration for internal suppliers and manufacturing facilities
SCH
IT
MT
Implement virtual integration for key suppliers and transportation companies
SCH
IT, L
LT
Evaluate virtual integration efficiency after six months, one year
F
SCH
MT, LT
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Monitor and Control
The below listed aspects are required to be monitored and measured in order to evaluate partial virtual integration implementation progress and result. All of them should be measured before virtual integration implementation, six months after its implementation for internal suppliers and manufacturing facilities, and six months after it implementation for key suppliers.
- OTD lead time;
- Inventory levels;
- Inventory turnover;
- Transportation expenses;
- Soft- and hardware expenses;
- Cost expenses per unit.
It is very important to keep virtual integration performance results with internal suppliers open for key external suppliers as information transparency will establish supplier trust and will persuade them to sign-in for virtual integration and develop their IT infrastructure.
Information flow improvement in medium and long term can be measured by lead time reduction and number of on-time deliveries vs. delayed ones.
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Exhibit
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