As the spare parts business is set-up as an independent BU/subsidiary, the subsidiary has its own sourcing and planning processes independent from the production parts demand. When the vehicle sales and Vehicle Production are set-up as two separate companies, the spare bu may also be created within the vehicle sales company. . This increases focus and agility, but struggles to maintain economies of scale that a stage 2 offers (production demand and spare parts demand pooled together) and also struggles to balance cost, service, and profitability. Volkswagen and Ford have independent BUs to manage spare parts operations. Hyundai and Chrysler have their own independent subsidiaries (Mobis and Mopar respectively). Multi-tier Distribution Network, spare parts supply chains have high diversity on both ends: in terms of suppliers and type of spare parts on one hand and the high volume of distributors / dealers / service stations on the other hand. Distributors supply parts to the service stations (branded as well as non-branded) and dealers buy direct from the oem.
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Most domestic oems in emerging markets belong to stage 1 or 2 as they adopt a push sales model in domestic markets aimed at increasing revenues. These environments property are known for their inaccurate forecasting inventory planning and limited supply chain visibility. These environments achieve somewhat respectable service levels through inordinately high inventory levels, unresponsive order to delivery lead times that hide planning and operations problems in the spare parts supply chain, but increase the risk of customer satisfaction and experience being sub-par leading to eroding brand. For stage 3 oems, that have established their Spare parts Business as an independent subsidiary, most do not have advanced analytics support to optimally maintain the balance between cost, service level, and profitability. Organization Structure Choices, there are multiple organization models available for Automotive oems to set-up their spare parts business: Functional : This is typically associated with stage 1 oems. In this model, the organization is set-up functionally in terms of Centralized Supply Chain Planning, logistics, sales, Production across vehicles and spares. This leads to poor agility of spare parts business and high cost of inter-functional coordination. Hybrid : This is typically associated with stage 2 oems. The spare parts sourcing procurement function is left with the vehicle Production company as the spare parts sales, planning, and distribution logistics are integrated within the vehicle sales company. Independent Subsidiary/BU : This is typically associated with stage 3 oems.
The focus has not moved to profitable growth. Customer managers in this stage intuitively realize the high costs of service, but are resigned to it as cost of doing business. Stage 3 (Run) : Spare parts business formally gets recognized as a profit center and becomes its own business unit to deal with spare part sales and delivery, given the significant revenue and profits this business is bringing. Cost and profits become center stage now given the service level has stabilized. Better demand prediction, optimal inventory levels, supply chain agility to handle shocks, supplier and distributor collaboration, multi-enterprise supply chain visibility all become enablers of profitable growth as managers focus on profitable growth with guaranteed service levels. Stage 1 and 2 oem environments are characterized by high neglect of the spare parts business profitability, required business positioning, and internal stakeholder alignment around how to effectively manage spare parts business. We recommend auto oems to look resume at their organization structure for spare parts business and align it strategically with the business strategy as they look to drive brand loyalty and enterprise profitability which can be achieved through a well-managed and profitably growing spare parts business.
Cost and profits are of secondary importance, focus in on surviving the brand and providing a floor service level. Sourcing and supplier management is statement managed by the Production department. Combined Procurement and Inventory management across parts inventory for production and aftermarket spares purposes leads to random service level issues. Spare parts planning is not aftermarket demand specific and hence cannot react to rapidly changing market demand. Stage 2 (Walk a network effect becomes evident as spare parts business grows rapidly, distribution network matures, and service levels become predictable. Spare parts business is as a cost center, although revenue profits are now being tracked and the spare parts contribution to overall business is becoming noteworthy. Focus moves to supply chain synergy and flexibility across vehicle production oriented parts demands and spare parts demands. This stage is still focused on service level, customer experience, and growth.
As developing markets mature in terms of vehicle sales cooling down, the spare parts business will increase its strategic importance given the typical high profitability associated (76 higher than vehicle profitability) along with the higher revenue share over the years. In mature markets like us and Europe, spare parts business is increasingly the main driver of profits as it brings in 25-40 profit margins and accounts for 35-50 or more of oem revenues. In contrast, oems in developing markets only produce 5-10 revenues from their spare parts business. However, the profit margins are 20-30 and spare parts business growth rates are in excess of 25 making spare parts business a strategic focus area. We encourage domestic oems in large developing markets such as bric countries to strategically reposition the spare parts business and pay special attention to balancing cost, service levels, and profitability from spare parts operations. Similar to supply chain planning maturity stages from leading market analysts like gartner, spare parts operations have their own 3-level crawl-walk-run maturity cycle. Stage 1 (Crawl Spare parts business is operated by functional departments within the vehicle centric organization structure. It is difficult to get any economies of scale, service levels are volatile, spare parts business is a cost center and leverages the vehicle supply Chain Management, Planning, and Procurement organizations. Managers are focused on achieving service levels (reliable supply availability) at any cost.
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Organization Structure Choices. . Multi-tier Distribution Network. . Forecasting planning Challenges. . Forecasting planning Strategies. . Supply Chain Performance / kpis. . Closing Remarks, growing Strategic Importance of Spares, superior after-sales service is now widely accepted as a elements key driver of new vehicle sales in a consumer driven world of exploding choices and diminishing brand loyalties.
Overall automobile market size continues to expand in developing countries albeit with slowing growth rates. As the average vehicle's age in the market increases, spare the parts and service business is increasing its share of total revenue at Automotive oems. Spare parts business is emerging as a key focus area for Auto oems given its direct influence through spare parts growing revenue with high profits and indirect influence on vehicles revenue as a loyalty enhancer. . It's a win-win for Auto oem executives and End Customers as spare parts operations excellence directly translates to both higher overall profitability as well as higher consumer satisfaction with service quality and resulting boost to branding. This is significant as domestic oems compete with international brands for slowing growth based overall market size projection. Service excellence is key to customer retention. Supply chain excellence is key to doing so profitably.
4- business Cards, Online business Website, business Planning Software and Local Business Line can make more money from Business. 5- calculate business risk factors before starting new business. Do business at your own risk. Database query failed.1064: you have an error in your sql syntax; check the manual that corresponds to your mysql server version for the right syntax to use near at line. Copyright 2011, business Ideas 2011, best small business ideas for Men, women, Students from office or from home online via internet.
This blog post covers business challenges and recommended supply chain excellence strategies to deal with them for Automotive oem companies, specifically focused on the automotive spare parts Supply Chain. When we put together the increasing strategic importance of spare part business with the inherent complexity in managing this business, we can appreciate the complex challenges and the large business value of spares supply chain excellence for Auto oems. The best in class performers will manage their spare parts business in a forward looking and advanced analytics driven manner when it comes to spare parts demand forecasting, inventory optimization, and integrated business planning across the multi-enterprise landscape. I will cover the following areas in this post for Automotive spare parts Businesses:. . Growing Strategic Importance of Spares. . Maturity Stages: Crawl-Walk-run. .
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