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[object Object],Ford Motor Company:  Supply Chain Strategy
[object Object],Ford Motor Company’s Vision
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Corporate Goals
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Strategic Direction
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Porter’s Competitive Forces
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Five W’s
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Organization Phase Summary
 
Value Chain Analysis General Administration  –It should use high level of information system to make strategic and routine decisions.  HR Management  – Strong management with continuous evaluation process. Healthy relation with labor union. Technology and Systems  –  use the high-tech information technology to integrate suppliers. Procurement   – Minimize dependence on a single supplier.  Leveraged strong buyer power into timely, low-cost, and high quality of raw materials. Strong long lasting relationships with suppliers and efficient inventory management. ,[object Object],[object Object],[object Object],Operations High level of automation.  ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Service High level of service to  after sales customers Margin Margin Primary Activities Support Activities
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Risk Analysis
 
SWOT Analysis Strengths Weaknesses ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Opportunities Threats ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
[object Object],[object Object],[object Object],Alternatives
Alternatives
Force Field Analysis
[object Object],[object Object],[object Object],Recommendations

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Final Ford Presentation

Editor's Notes

  1. Establish full direct model such as Dell. Suppliers own inventory until it is used in production Suppliers maintain nearby ship points; delivery time 15min to 1 hr External logistics supplier used to manage inbound supply chain Create more structural alignment within the organization Focus on strategic partnerships and reduce the number of suppliers Continue using auto dealers for distribution and sales and focus in improving efficiencies with suppliers. Improve relationship with suppliers to improve inventory management Implement systems to improve sharing information with suppliers and dealers Create more strategic alignment within the organization Be more customers driven and react fast to market demands. Create an internet base hub for business model Continue improving cycle times to allow a PULL model instead of a PUSH in the market. Move to market driven Manufacturing Supply Schedule from customer-driven order bank, build to schedule Implement low with rapid turnover in the Dealer Network Run company-controlled dealerships (Ford Retail Network) Create more structural alignment within the organization