六月 20, 2019

論文代筆:沃爾沃生產力

論文代筆:沃爾沃生產力

問題3:福特量產戰略與沃爾沃量產戰略的區別

在沃爾沃,量產戰略包括三個不同的步驟。在他們的投資組合模型,最初的一步是致力於分析實際購買數量由公司通過引用特定的經濟價值等因素進行購買,供應商市場的特點,產品的特點,和能力的因素,然後有一個購買或商品的分析模型的投資組合(拍品2004)。在這個特定的意義上,爲每種商品提供了理想的量策略。所涉及的第一步是澄清目前或實際情況,因此,爲下一步提供了投入,其中包括對數量的分析。這些步驟有助於解決在數量上的花費被認爲是公司考慮的最個性化的重要因素。該策略中垂直移動的量分析軸涉及到將供應商外部市場的複雜性按高到低進行分類(Procter 2008)。質量的概念被認爲是極其重要的,而不僅僅是把質量看作是關於全面質量管理的一個有區別的概念。

福特的願景是成爲全球領先的汽車製造客戶品牌。在使命方面,它認爲自己是一個“擁有自豪傳統的全球大家庭,熱情地致力於爲全球人口提供個人流動”(公司報告,2004)。公司的價值體現在對客戶需求和期望的預期,以及爲改善人們生活提供卓越的服務和產品。推動這一趨勢的關鍵因素是對客戶的關注、創業精神、足智多謀和創造力。其他價值包括對員工安全和健康以及每個人的貢獻的價值和尊重。福特的量產戰略是爲銷售和市場運作、製造和產品開發的統一而設計的。每一項業務都由一名個別行政人員負責,以消除昂貴的重複設計、開發和設計汽車和汽車模型的零件和發動機(Hannah 1994)。該戰略的重點是形成控制產品開發的五大汽車規劃中心。福特的業務在1996年蒙受了2.91億美元的損失,儘管福特在全球大多數市場的銷售價值有所提高,而在這些市場,福特曾經是提供最優質產品和銷售的單一品牌(Abrahamson 2000)。總體而言,沃爾沃和福特的量產戰略爲這兩個品牌在汽車行業提供了競爭優勢。

論文代筆:沃爾沃生產力

Question 3: Differences between Ford volume strategies and Volvo volume strategies

At Volvo, the volume strategy involves three different steps. In their model of portfolio, the initial step is focused on analysing the actual volume purchased by the company by referring to specific factors like economic value carried by the purchases, characteristics of supplier market, characteristics of product, and the factors of competence, and then there is an analysis of the purchases or commodities with the model of portfolio (Delahaye 2004). In this specific sense, the ideal strategy of volume for each and every commodity is provided. The first step involved is to deal with clarifying the current or actual situation hence, there is provision of inputs for the next step where there is an analysis of the volume. These steps help in addressing that the spending on volume are recognized to be the most individualized significant factors for being considered at the company. The vertically moving axis at this strategy for analysis of volume involves the classification of complexities in the external market of supplier prioritized as high to low (Procter 2008). Rather than just considering quality as a differentiated concept regarding total quality management, the notion of quality is being considered as extremely significant.

The vision of Ford is focused on becoming the leading customer brand across the globe in the industry of automobile manufacturing. In terms of mission, it has considered itself as a “global family with a proud heritage passionately committed to provide individual mobility for the population across the globe” (Company Report, 2004). Values of the company are expressed by the anticipation of customer demands and expectation and the delivery of outstanding services and products that help in improving the lives of people. Key factors driving this are focus on the customers, spirit of entrepreneurship, resourcefulness and creativity. Other values are a composition of value and respects for the safety and health of the employees and the contribution of everyone. The volume strategies of Ford have been designed for the unification of sales and marketing operations, manufacturing and product development. Each of these operations are under the authority of an individual executive for the elimination of costly duplicated design, development and engineering of components and engines of the car, and car models (Hannah 1994). The strategy is focused on forming the five centers of vehicle program for controlling the development of product. The operations at Ford have been incurring losses with the value of 291 million dollars in the year 1996, irrespective of the enhanced value of sales in majority of markets across the globe, in which Ford used to be the single brand delivering best quality products and sales (Abrahamson 2000). Overall, the volume strategies of Volvo and Ford have been providing competitive edge to both brands in the industry of automobile.

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