Automotive Industry Case Studies
This chapter provides integrated views of the BOAT levels, focused on specific business scenarios within the automotive industry. In particular, our discussion focuses upon three case studies that expand on the different aspects of these business scenario
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Automotive Industry Case Studies Kurt Fessl, Martin Carpenter, Stefan Oppl, Peter Peherstorfer, Wolfgang Bittner, Ali Owrak, Nikolay Mehandjiev, and Christian Stary
This chapter provides integrated views of the BOAT levels, focused on specific business scenarios within the automotive industry. In particular, our discussion focuses upon three case studies that expand on the different aspects of these business scenarios and demonstrate their implementation through the application of the CrossWork prototype.
11.1 Automotive Associations Chapter 3 discussed the major trends in the contemporary marketplaces, including the modularization of highly complex technology. In the automotive domain this is reflected by the trend where OEMs are modularizing vehicles into systems and modules to facilitate both concurrent development and flexible and scalable production. Automotive OEMs are thus able to manage the increased product complexity and number of variants for each make of automobile. The definition of systems and modules are driven by a set of technological, economic and inter-organizational objectives. Technological objectives include the optimization of the product structure and quality, the improvement of product flexibility, allowing individual suppliers to focus on core competences and dealing with the technical complexity. Economic objectives include the reduction of production costs whilst increasing the added value of additional features and customization facilities. Costs and cycle times for development and production are reduced, with cheaper quality management and logistics processes. Inter-organizational objectives of system and module creation include the reduction of interfaces with suppliers and thus decreasing coordination and transaction costs for the OEM, tighter integration with selected suppliers and the establishment of clear responsibilities including authorizations. K. Fessl (B) Automotive Solutions GmbH, Steyr-Gleink, Austria e-mail: [email protected]
N. Mehandjiev, P. Grefen (eds.), Dynamic Business Process Formation for Instant Virtual Enterprises, Advanced Information and Knowledge Processing, C Springer-Verlag London Limited 2010 DOI 10.1007/978-1-84882-691-5_11,
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11.1.1 Requirements of Automotive Suppliers The trend of modularization allows suppliers to improve their own value creation processes in terms of both development and production. This applies not just to technical implementation but also to coordinating work with other sub-suppliers. Tighter integration with the OEM is also considered to bring about strategic benefits. This is why automotive suppliers try to establish themselves as a system or module provider, offering product and process innovations. The extreme manifestation of this trend is the maturity reached by the top 10 automotive suppliers, which are now able to become providers for complete solutions. Indeed, Magna already assembles a number of vehicles in its plant in Graz, Austria, including Mercedes M-Class and Jeep Grand C
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