An automotive supply chain model for a demand-driven environment

Ambe, Intaher Marcus; Badenhorst-Weiss, Johanna A.

doi:10.4102/jtscm.v5i1.18

Cited by 21 publications

(15 citation statements)

References 26 publications

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“…Thus, the importance of forecasting to control the growth rate of sales growth in demand for Toyota Avanza in the next few years cannot be ruled out because historically, the industry has operated in a "push" system. In this system, Marketing and Sales uses the best forecast of market demand to communicate these forecasts to the many kinds of need as design, engineering, finance, and manufacturing teams to determine and/or model production volume (Ambe & Badenhorst-Weiss, 2011).…”

Section: Resultsmentioning

confidence: 99%

Demand Forecasting of Toyota Avanza Cars in Indonesia: Grey Systems Approach

Arsy

2021

IJGS

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Toyota Avanza car is a popular four-wheeler among Indonesia middle-class customers. The current study aims to forecast the demand for Toyota Avanza cars in Indonesia in the next six years using the grey forecasting model EGM (1,1, α, θ). The comparative analysis of the results obtained from the grey model with those of Linear Regression, Exponential Regression, and Exponential Triple Smoothing techniques revealed the superiority of the grey model as it produced most accurate forecasts. The accuracy was measured through the Mean Absolute Percentage Error. The results revealed, the car sales are likely to decline in the future. Although forecasts are never completely accurate, forecasting can provide a reference for developing strategy to meet future demand. The results are important for Toyota Avanza car manufacturers in Indonesia.

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Section: Resultsmentioning

confidence: 99%

Demand Forecasting of Toyota Avanza Cars in Indonesia: Grey Systems Approach

Arsy

2021

IJGS

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“…Figure 8 explains the projected flow to achieve with suppler D. The supplier will continuously receive forecasts from RENAULT's service planning (1). Those forecasts are used to plan the upstream of the supply chain (2), (3). A delivery flow between supplier D plant and its workshop in the RENAULT plant serve to supply components required for manufacturing operations (4), (5).…”

Section: S2: Synchronous Input Assembly Line (Suppliers D)mentioning

confidence: 99%

“…The whole vehicle assembly relies on the timely delivery of components. Sequential Just In Time (JIT) makes it necessary for suppliers to transport customer-ordered components in the same sequence and synchronized with the final assembly process [3]. Synchronous flow is qualified as a high JIT supply strategy and requires a robust logistical organization.…”

Section: Introductionmentioning

confidence: 99%

Proposing a Supply Chain Collaboration Framework for Synchronous Flow Implementation in the Automotive Industry: A Moroccan Case Study

et al. 2020

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The present paper reports on studying synchronous flow implementation, as a lean supply chain tools, through a collaborative relationship with suppliers. This involves consolidating with a new contribution to the development and application of a supply chain collaboration framework between automotive constructor and first-tier equipment suppliers to achieve the synchronous flow of components. The objective is to provide the automotive companies with a decision-making tool for selecting strategic suppliers to collaborate with, examining the collaboration context in terms of motivators, drivers, and barriers and evaluating the collaboration performance. Therefore, our contribution is structured as follows. As a first step, an overview of papers reporting on collaboration, lean supply chain, and synchronous flow is provided to identify the key elements of successful collaboration relationships. As a result, a preliminary framework is elaborated. The second step described the case study of a leading automotive firm “RENAULT” and its suppliers in Morocco. Based on semi-structured interviews conducted with participants from these companies, the preliminary framework was improved. The next section discusses the obtained results as well as the improved framework. Finally, conclusions and suggestions for further works are included.

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“…In accordance with this new scenario, Gollamudi (2013) cites that companies must become demanddriven because (i) markets are volatile, (ii) demand fluctuates, (iii) products are specialized, (iv) products has higher variety, (v) necessity of low-cost facilities and (vi) external focus. Some elements must be integrated and considered to understand the costumer and achieve the market goals in this new supply chain environment (Ambe and Badenhorst-Weiss, 2011;Bjartnes et al, 2008;Dreyer et al, 2010;Verdouw et al, 2010):…”

Section: Conducted a Study Considering 173 Different Definitions Aboumentioning

confidence: 99%

Sales and Operations Planning: a comparison between the demand-driven and traditional approaches

Bozutti

Espôsto

2019

Int. J. Prod. Manag. Eng.

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<p>Supply Chain Management (SCM) is an important concept to establish links among companies. With the aim to reach the SCM goals, companies must define processes that links the decisions areas. In this context, a process to be dealt is the Sales and Operations Planning (S&OP). The S&OP is a tactical planning process, executed on monthly-basis and led by senior management with the aim to balance demand, production, distribution, procurement and finance, to ensure the plans and performance are aligned to support the business strategic plan. In this sense, a literature review was presented in this paper in order to compare the traditional approach and the demand-driven approach for the S&OP. As expected, because of the more complex environment to be dealt in a demand-driven environment, the S&OP evolved to be able to be executed properly. However, further studies in this area should be developed in order to obtain a final framework for the demand-driven S&OP, to analyse applications in industries, to understand performance implications and to develop a performance framework for the demand-driven S&OP.</p>

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An automotive supply chain model for a demand-driven environment

Cited by 21 publications

References 26 publications

Demand Forecasting of Toyota Avanza Cars in Indonesia: Grey Systems Approach

Demand Forecasting of Toyota Avanza Cars in Indonesia: Grey Systems Approach

Proposing a Supply Chain Collaboration Framework for Synchronous Flow Implementation in the Automotive Industry: A Moroccan Case Study

Sales and Operations Planning: a comparison between the demand-driven and traditional approaches

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