In late a publication called Green Car Journal compared the five finalists of its annual Green Car of the Year award.
Automotive procurement organizations have been managing their suppliers in a systematic way for longer than their peers in most other industries. Companies like Toyota and Honda are regarded as among the very best in the world in terms of driving continuous improvement and forging close relationships with their most critical supply partners.
But the industry as a whole also has an inconsistent history in recent decades, often lurching from collaborative ties to aggressive cost cutting as vehicle sales and profit margins ebbed and flowed with the business tides. Perhaps no automaker illustrates these swings better than General Motors, the former number one producer that is currently scaling back its global operations, most recently with the sale of its European arm.
And, as a result, it offers a useful guide to other procurement organizations seeking to build more collaborative and value-creating relationships with their own suppliers. Action 1 — Get suppliers involved earlier.
GM synchronized its purchasing and engineering functions to coordinate supplier interactions and bring them in early in the product development process in order to contain costs more effectively. Action 2 — Make supplier performance more transparent.
“Hoax,” of course, is a layman’s word. But plenty of legal terms also arguably apply, including “consumer fraud” and “false advertising.”. Jose Ignacio Lopez de Arriortua Case General Motors is one of the world's most dominant automakers from After s economic recession the main goal for automobile companies was cost reduction. Customers became more price-sensitive. Mr. Oliver has successfully litigated complex commercial disputes both in the United States and internationally (England, Germany, The Netherlands, Australia, Belgium, France and Taiwan, for example), involving a wide-range of issues, such as antitrust, joint ventures, RICO and government contracts (foreign and domestic).
Scores are relayed to suppliers on a regular basis. Action 3 — Give suppliers a chance to rate GM. However, because the survey is anonymous, it provides limited scope to drive improvement actions. Action 4 — Appoint an executive champion.
This individual acts as a single point of contact across different commodity areas, reviews performance and business opportunities with their supplier counterpart, and helps to resolve any problems. Action 5 — Recognize and reward supplier excellence. Two new awards celebrate the contribution of suppliers that go above and beyond the call of duty in how they serve GM, and bring cutting-edge innovation such as advances in battery technology.
John Henke, which demonstrated that the stronger the relations, the greater the cost savings suppliers generate and the more profit per vehicle they contribute.
However, GM has been here before. But then GM reverted to type and its standing declined again.Jose Ignacio Lopez, a former top General Motors executive in Europe who was involved in one of the auto industry's biggest industrial espionage cases, was ordered Monday to pay $, to charity in exchange for dropping criminal charges against him.
On November 29, , top Volkswagen official Jose Ignacio Lopez de Arriortua resigns from his job amidst accusations of racketeering and industrial espionage.
Lopez had risen through the ranks as. The UC MEXUS-CONACYT Collaborative Grants program was initiated in under the UC-CONACYT Agreement of Cooperation in Higher Education and Research (July 25, ).
“Jose Ignacio Lopez de Arriortua was known as the "Grand Inquisitor" and "Super Lopez" during his tenure at General Motors, a wizard of cost reduction and streamlined production” (Vettraino, ).
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