文档介绍：标题:Making supply chain design the rational differentiating characteristic of the OEMs
原文:
The ownership of the parts manufacturers was consequently fused together into new panies with significant technological and innovation capabilities. At the same time, the OEMs divested ponents and sub-systems divisions in an effort to tap into the non-OEM automotive markets. These developments intensified the OEMs’ move to outsource the bulk of the manufacturing and design of the subsystems ponents to their suppliers and, in effect, lost most of their manufacturing strength and bargaining power to them; the suppliers currently account for 28% of the total automotive industry profits as opposed to only 24% for the OEMs. The outsourcing trend has thus resulted in OEMs relinquishing their historical strategic role and to position themselves more like original brand manufacturers (OBMs).
These trends have contributed to an accelerated increase of the supply uncertainty in addition to the already recognized demand uncertainty. Various supply uncertainty reduction strategies have been designed in order to stabilize the planning process among which the most significant is the design collaboration which includes the sharing of NPI plans and even a joint NPI plans design.
As ponents and sub-systems are being outsourced, and the suppliers are leveraging the innovation and technological costs across OEMs, industry SC structure has also evolved into an plex and work in which all suppliers tend to have short-term relations with multiple OEMs. The result: any difference in quality, performance, safety, fuel efficiency, and amenities has been reduced significantly.
The OEMs, in many ways, have historically been treating SC design as a‘‘tactical’’ issue separate from concurrently designing the product and manufacturing process: after the concept design phase, the Purchasing Department would start continuous quest for the lowest ponents by establishing an optimum between the capacity and