Case Study: The Internet and the New Information Technology Infrastructure
1. Describe the competitive business environment in which GM is operating
General Motors, while they are the largest automobile maker, are currently going through a decline in sales. Their competition is extremely stiff. With competitors such as Ford, Chrysler, and other Japanese vehicles that have lower production costs and include better styling issues and quality in mind, this makes for a difficult struggle for GM.
• GM remains a far-flung vertically integrated corporation
• Makes 70% of their own parts
While GM makes their own parts, other companies, such as Daimer-Chrylser purchases their parts from other vendors with whom they can haggle over their prices. With such advances in the automobile industry, this brought about a race for companies surrounding GM to produce more vehicles quicker and allowed for faster sales. While some may say that GM still builds quality cars, they are by no means keeping up with the competition in production areas.
2. Describe the relationship between GM’s organization and its information technology infrastructure. What management, organization, and technology factors influenced this relationship?
GM’s organization found that its system as a whole was falling behind in technology. Their design group could not relate with other sectors of the company, as each division of the company was on their own software and hardware database. No one particular system communicated with another. In the early 80’s GM tried to integrate their system by using EDS (Electronic Data Systems) and they were able to streamline their computers together.
Their current CIO Ralph Szygenda has managed to bring the company to its feet once again by bringing in several new changes.
• Replaced many systems with standardized software for all computers which in turn was networked to other systems
• Created programs that would correlate with one another and enabled data sharing
• Consolidated legacy systems and databases
Management realized that without sharing the data and having a system that could run smoothly they would soon fall to their knees. When they began reali...
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...e problem is quickly finding the car that the customer wants, which is a strategy better known as Locate-to-Order. To reach this goal, GM must create a regional inventory of the vehicle pool that will be shown on the Internet so that regardless of the vehicles’ location, potential buyers can find “their” vehicle.
There is one flaw in the system that manufacturers and dealers must deal with in the business. They must realize that customers will require varying styles, colors and other options and they (the company) must be ready at the drop of a hat to have the product readied. The inventory must be stocked and ready to be sold.
Internet technology could be the catalyst for GM to reconstruct its entire value chain, transforming itself into a customer-focused business that provides many different electronic services to consumers, as well as cars.
“Built-to-order” has been around the auto industry for a long time, but only for very expensive cars, and it required a waiting period of two to three months before delivery. This system would greatly reduce finished vehicle inventory costs as well as generate other production cost savings, potentially saving GM $20 billion per year.
If GM or other U.S. auto manufacturers fail, there will be greater opportunity for new entrants into the U.S. automotive sales industry. For these reasons, all manufacturers including GM that sell autos in the U.S. should continue to use a cooperative game theory strategy to ensure the industry recovers.
Entering the 1950s, no corporation even came close to General Motors in its size, or it's profits. GM was twice as big as the second biggest company in the world, Standard Oil of New Jersey (father of today's Exxon Mobil), and had a vast diversity of businesses ranging from home appliances to providing insurance and building Buicks, Cadillacs, Chevys, GMCs, Oldsmobiles, Pontiacs and trains. It was so big that it made more than half the cars sold in the United States and the U.S. Department of Justice's antitrust division was threatening to break it up(to prevent Monopolies, Like how Standard oil was broken up). In the 21st century, it's almost hard to imagine how powerful GM was in the 50s and 60s. Sports cars from Europe were getting popular, because of servicemen coming back from WWII, and wanted sports cars, but American Automakers didn't make sports cars, so they would either buy foreign, or go without. A man named McLean would still try to make a low priced sports car. But it didn't work. The idea of a car coming from GM that could compete with Jaguar, MG or Triumph was pretty much considered stupid and insane. C1:Generation: Bad but valuable. Just 300 Corvettes were made in 1953. Each of these first-year Corvettes was a white roadster with red interior. The Corvette was made of fiberglass for light weight, but the first cars were made with a really weak, (and kind of pathetic for a “sports car”) 150 horsepower 6-cylinder engine and an automatic transmission. The result was more of a look at me, I’m rich car than a race car. The first generation of the Corvette was introduced late in 1953. It was originally designed as a show car for GM's traveling car show, Motorama, the Corvette was a Show Car for the 1953 Motorama display...
Gulfstream Aerospace is one of leading corporate jet manufacturers in the world. They have been building jets since the late 50’s and continue to create top of the line aircraft which have become the status symbol of success. With their success comes an extensive company infrastructure and supply chain. First, we will discuss how Gulfstream uses the location to maximize the effectiveness of its supply chain. Then we will look at the business case for Gulfstream’s approach to its supply chain, and in particular, does it make sense to have a car follow supplies while it is on the rail system. Finally, we will look at Gulfstream’s to the “just in time” manufacturing and its strategic approach to choosing locations.
As the automobile industry made its first appearance in the early 1900s, General Motors had already slowly begun its formation. GM was founded in 1908 by William C. Durant, a carriage manufacturer of Flint, Michigan, and today operates manufacturing and assembly plants and distribution centers in many countries, including Canada . Its major products include automobiles and trucks, a wide range of automotive components, engines, and defense and aerospace materiel. General Motors has a long history of business and technological innovation designed to deliver ever-increasing value to their customers and society. GM today has manufacturing operations in more than 30 countries and its vehicles are sold in about 200 countries.
Cisco Systems is one of the largest network communications company in the world. Cisco provides networking solutions that customers use to build a integrated information infrastructure of their own, or to connect to someone else’s network. Cisco also offers an extensive range of hardware products used to form information networks, or to give them access to these networks. Cisco also has it’s own software called IOS software, which provides network services and enables networked applications. Cisco serves customers in a wide range of businesses, such as corporations, government agencies, utilities, and educational institutes, and small to medium size businesses. Cisco sells it’s products worldwide. They serve as many as 115 different countries. They have more than 225 sales and support offices in 75 countries. Cisco strongly believes in the advantages of a global networked business. By using networked applications over the internet and it’s own internal network, Cisco is gaining financial contribution of at least $825 million a year in operating costs savings and revenue enhancements. Today, Cisco is the largest commerce site, with 87% of their orders are transacted over the web.
General Motors is one of the world's most dominant automakers from 1931. After 1980s economic recession the main goal for automobile companies was cost reduction. Customers became more price-sensitive. Also Japanese competitors came into market with the new effective system of production. So market was highly competitive and directed toward price reduction. The case states that in 1991 GM suffered $ 4.5 billion losses and most part of the costs of manufacturing was due to purchased components. GM NA hired Lopez in order to find the way from "extraordinary" situation and reduce costs.
General Motors Company (GM) is an American multinational corporation that manufactures, designs, markets and distributes vehicles and vehicle parts, and sells financial services. GM produces vehicles in 37 countries, selling and servicing them through thirteen brands such as Alpheon, Chevrolet, Cadillac, Holden and Wuling (Our Company, 2014). GM is among the world 's largest automakers by vehicle unit sales. It employs about 212,000 people working in 396 facilities touching six continents and has 21,000 dealers around the world (Our Company, 2014).
Currently, the major competitors within the industry are Ford, DaimlerChrylser, General Motors (GM), Honda, Toyota, and Volkswagen. A few United States (US) manufacturers produce 23% of the world’s vehicles while Japan is responsible for 21%. The tendency for the industry is to be a global producer of automobiles; parts can be made throughout the world and assembled in many different places. The trend of consolidation has continued throughout today. Presently, this is evident in the recent acquisition of Chrysler by Daimler-Benz in late 1998, thus forming DaimlerChrylser. These consolidations have proved beneficial to consumers since companies have been able to reduce costs and pass those savings on to the customers. Some of the other major examples of consolidation are Nissan selling off a controlling 37% interest to Renault; General Motor’s 49% ownership of Isuzu; and Ford’s 33% majority of Mazda. Other efforts to become more competitive have translated into the European Union dropping trade barriers and European carmakers employing cost reducing efforts. American manufacturers have seen 2-3% growth over the last few years. Some current trends are the explosion in popularity of the Sport Utility Vehicle (SUV) and big luxury vehicles.
Entering the 1950s, no corporation even came close to General Motors in its size, or it's profits. GM was twice as big as the second biggest company in the world, Standard Oil of New Jersey (father of today's ExxonMobil), and had a vast diversity of businesses ranging from home appliances to providing insurance and building Buicks, Cadillacs, Chevys, GMCs, Oldsmobiles, Pontiacs and trains. It was so big that it made more than half the cars sold in the United States and the U.S. Department of Justice's antitrust division was threatening to break it up(to prevent Monopolies, Like how Standard oil was broken up). In the 21st century, it's almost hard to imagine how powerful GM was in the 50s and 60s.Sports cars from Europe were getting popular, because of servicemen coming back from WWII, and wanted sports cars, but American Automakers didn't make sports cars, so they would either buy foreign, or go without. A man named McLean would still try to make a low priced sports car. But it didn't work. The idea of a car coming from GM that could compete with Jaguar, MG or Triumph was pretty much considered stupid and insane. C1:Generation: Bad but valuable. Just 300 Corvettes were made in 1953. Each of these first-year Corvettes was a white roadster with red interior. The Corvette was made of fiberglass for light weight, but the first cars were made with a really weak, (and kind of pathetic for a “sports car”) 150 horsepower 6-cylinder engine and an automatic transmission. The result was more of a look at me, I’m rich car than a race car. The first generation of the Corvette was introduced late in 1953. It was originally designed as a show car for GM's traveling car show, Motorama, the Corvette was a Show Car for the 1953 Motorama display at...
In a capitalistic country with a free market, foreign competition is expected. This is no exception for the automobile industry where America competes with its various rivals. Competition from elsewhere encompasses that from Italy, Germany, and of course, the renowned Japan. The Japanese vehicle industry is especially competitive; according to the Automotive News Data Center, five out of the ten best selling vehicles of the year are Japanese vehicles. This data applies to the U.S. market over the first 9 months of the year. Expectedly, the automobile industry is an important and significant market. Motor vehicles are a major form of transportation as many people in the U.S. own at least one car.
to replace the IBM machine. In the 1960s and the 1970s IBM came out quickly and built a
- Scheer, A, Habermann, F, 2000, "Making ERP a success", Communications of the ACM, 43 , 3, 57-61.
As a result of the increased demand of cars, the competition among car companies is becoming intense. Although the market of car is the biggest growing market in the world, there are still some companies who make cars failing year after year. However, there are some outstanding car companies such as The BMW Group performing distinctly.
When you look at the history of General Motors, you will find a long, rich heritage. General Motors came into existence in 1908 when it was founded by William "Billy" Durant. At that time Buick Motor Company was a member of GM. over the years GM would acquire more than 20 companies, to include Opel, Chevrolet, Cadillac, Pontiac, and Oldsmobile. By the 1960's through 1979 was known as a revolution period for General Motors. Everyone was focusing on environmental concerns, increased prices of gasoline lead to the unprecedented downsizing of vehicles. The smaller cars lead to one the largest re-engineering program ever taken in the industry. By 1973, General Motors was the first to offer an air bag in a production car.
... The relationship between manufacturers, dealers, suppliers and customers has dramatically improved. In fact, Ford has been the only one of the three big automobile companies in Detroit not to accept a U.S. government bail-out or file for bankruptcy protection, as its rivals General Motors and Chrysler did last year. According to the Wall Street Journal, Ford sales in April 2010 climbed to 25% as compared to GM’s 7.2%.