Second Century第2个百年：通过Build-to-Order重新连接顾客的价值链 下载 kindle 电子版 pdf mobi pmlz 夸克云 caj

As the auto industry moves into its second century, it suffers from low margins and a sclerotic value chain that cannot evolve with customer desires. Inventories of many weeks pile up on dealer lots and at distribution centers around the world while executives applaud marginal improvements in factory efficiency.

Value streams based on Henry Ford's mass-production model from the early 1900s do not deliver the strategic flexibility that is needed in today's increasingly competitive and demanding market. With billions of potential product variations, customers still compromise by selecting from a limited number of products sitting at dealerships or at distribution centers. Those customers who dare insist on a specific variation not only wait weeks but also pay extra for the privilege of telling vehicle manufacturers what they actually want.

In The Second Century, Matthias Holweg and Frits Pil provide a comprehensive look at today's dysfunctional value-chain strategies, then systematically discuss the changes in products and in processes that are needed to bring about responsiveness to customer needs through build-to-order. They look beyond the dealer, the factory and the design studio to examine the web of relationships and dynamics that have brought the auto industry to its current low point.

Holweg and Pil argue that in this century the winners will not be those firms that search for larger and larger scale or those who run efficient factories, or those that squeeze the last drop of profitability from their suppliers. The winners, they say, will be those who build products as if customers mattered.

Acknowledgments

At the Dawn of the Second Automotive Century

Ⅰ Disassembling the“Order-to-Deliveryll Process

　1 Old Habits Die Hard

　2 Thirty Days to Production and Counting

　3 Production,Distribution,and the Best We Can Expect

Ⅱ Band．Aid Solutions to Stem Red Ink

　4 Islands of Excellence

　5 Volume--the Holy Grail

　6 Shifting the Metal

Ⅲ The Case for Build．-tO．-Order

　7 Ripping the Lid off the Revenue Box

　8 Closing Arguments

Ⅳ Three Dimensions of Responsiveness：Procesg Product,and Volume

　9 Process Flexibility and Customer Demand

　10 Process Flexibility and Demand Visibility

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：Second Century第2个百年：通过Build-to-Order重新连接顾客的价值链在线阅读

在线听书地址：Second Century第2个百年：通过Build-to-Order重新连接顾客的价值链在线收听

在线购买地址：Second Century第2个百年：通过Build-to-Order重新连接顾客的价值链在线购买

暂无原文赏析，正在全力查找中！

编辑推荐

作者介绍：Matthias Holweg

　　Matthias Holweg is Lecturer at the Judge Institute of Management, University of Cambridge.

书籍介绍

As the auto industry moves into its second century, it suffers from low margins and a sclerotic value chain that cannot evolve with customer desires. Inventories of many weeks pile up on dealer lots and at distribution centers around the world while executives applaud marginal improvements in factory efficiency.Value streams based on Henry Ford's mass-production model from the early 1900s do not deliver the strategic flexibility that is needed in today's increasingly competitive and demanding market. With billions of potential product variations, customers still compromise by selecting from a limited number of products sitting at dealerships or at distribution centers. Those customers who dare insist on a specific variation not only wait weeks but also pay extra for the privilege of telling vehicle manufacturers what they actually want.In The Second Century, Matthias Holweg and Frits Pil provide a comprehensive look at today's dysfunctional value-chain strategies, then systematically discuss the changes in products and in processes that are needed to bring about responsiveness to customer needs through build-to-order. They look beyond the dealer, the factory and the design studio to examine the web of relationships and dynamics that have brought the auto industry to its current low point.Holweg and Pil argue that in this century the winners will not be those firms that search for larger and larger scale or those who run efficient factories, or those that squeeze the last drop of profitability from their suppliers. The winners, they say, will be those who build products as if customers mattered.