Main Data
Author: Luis Martín Díaz
Title: Evaluation of Cooperative Planning in Supply Chains An Empirical Approach of the European Automotive Industry
Publisher: DUV Deutscher Universitäts-Verlag
ISBN/ISSN: 9783835057142
Edition: 1
Price: CHF 85.00
Publication date: 01/01/2006
Category: Wirtschaft/Management
Language: English
Technical Data
Pages: 297
Kopierschutz: DRM
Geräte: PC/MAC/eReader/Tablet
Formate: PDF
Table of contents
Luis Martín Díaz shows why some companies are still reluctant to cooperate with partners in the supply chain even though it may be advantageous to them. Based on an extensive survey within the European automotive industry, he proposes solutions to this paradox and describes a prototype for the assessment of the added-value of cooperation.

Dr. Luis Martín Díaz promovierte bei Prof. Dr. Peter Buxmann am Lehrstuhl für Wirtschaftsinformatik der Technischen Universität Darmstadt. Er ist als Projektleiter bei Prodyna GmbH in Frankfurt am Main tätig.
Table of contents

4 The Supply Chain of the Audi A8 V8 4.0l Diesel Engine – A Case Study of Audi AG (p. 96-97)

This chapter presents an analysis of the supply chain of the Audi A8 V8 4.0l diesel engine with two main goals:

• First, gathering information to quantify the bullwhip effect contained in this simple supply chain and

• second, providing the basis for evaluation of the cooperation scenarios identified in Section
3.1.2 to determine if they could be implemented in this engine supply chain and what advantages could be gained.

For this purpose, this dissertation uses an empirical approach in form of a qualitative case study (Benbasat et al., 1987, Lee, 1989, Yin, 2002, Dubé &, Paré, 2003). The reasons for using a qualitative approach in this evaluation include the assumption that the relevant variables of the problems of cooperation are context driven and that the internal dynamics, implementation, and quality need to be understood as well (Creswell, 1994, Patton, 1987). Since this dissertation follows the interpretive approach rather than the positive approach, this case study is not intended to provide repeatability, but to gain a deeper understanding of the phenomenon cooperation in supply chains of the European automotive industry (Darke et al., 1998, p. 277). The author acknowledges the subjectivity of this process since this research attempts to "understand phenomena through accessing the meanings that participants assign to them" (Orlikowski &, Baroudi, 1991, p. 5). Nevertheless, some quantitative methods are also involved in this case study (see Sections 4.2.2, 4.2.3, and 4.3.1) and some positive analysis (Darke et al., 1998, p. 276) is realized by the examination of product orders, deliveries, and inventories throughout this supply chain.

This chapter first presents all involved companies briefly. The supply chain of the Audi A8 V8 4.0l diesel engine is described in detail in Section 4.2. Section 4.3 attempts to determine the bullwhip effect by considering the data gathered in the case study (Section 4.3.1). This section provides also an evaluation of the benefits involved with the implementation of cooperation scenarios that were identified in Chapter 3 in this particular supply chain (Section 4.3.2). Further, Section 4.3.3 discusses the potential benefits of the implementation of a monitoring system for this particular supply chain. The chapter ends with the summary of the findings of the case study (Section 4.4).

4.1 Exposés of Companies in the Supply Chain of the V8

4.0l Diesel Engine

In this section, some general information on Audi is presented, more specifically on the company’s history and its financial situation. Thereafter, a rough sketch of Audi’s up- and downstream supply chain will be provided. Exposés of the companies involved in the case study are also included.

4.1.1 Audi AG General Overview of Audi AG

Audi is an internationally renowned manufacturer of high-quality cars and is incorporated in Germany. The company is the result of two mergers. The first merger occurred in 1932 when the four automobile manufacturers Audi, DKW, Horch, and Wanderer merged to form Auto Union AG. To symbolize this union, the company adopted a logo that is made up of four intertwined rings – this sign is still used today to represent Audi AG (Audi AG, n.d. a). In 1969, the second merger was completed, when Auto Union AG and NSU joint forces to form Audi NSU Auto Union AG which was renamed Audi AG in 1985 (Audi AG, n.d. b). Since 1964, the company is a fully owned subsidiary of Volkswagenwerk AG, today known as Volkswagen AG (Audi AG, n.d. b). About 99 percent of Audi’s share capital is held by Volkswagen AG (Audi AG, 2005).

Table of contents
Table of Contents12
List of Figures16
List of Tables22
1 Introduction31
1.1 Motivation and Research Questions34
1.2 Structure of the Dissertation36
2 Inter-Organizational Cooperation and Supply Chain Management39
2.1 Inter-Organizational Cooperation40
2.1.1 Definition of Cooperation41
2.1.2 Definition of Inter-Organizational Cooperation44
2.1.3 Forms of Inter-Organizational Cooperation46
2.2 Supply Chain Management52
2.2.1 Supply Chain Management as a Field of Research and of Practical Endeavors52
2.2.2 Defining Supply Chain Management54
2.2.3 The Objectives of Supply Chain Management58
2.2.4 Issues Related to Cooperation in the Context of Supply Chain Management62
2.3 Logistics Planning as Object of Inter-Organizational Cooperation69
2.3.1 Business Logistics  a Supply Chain Management Process69
2.3.2 Logistics Planning as a Hierarchical Planning Problem72
2.3.3 Inter-Organizational Logistics Planning in Supply Chains as a Hierarchical Planning Problem76
2.3.4 Inter-Organizational Planning  The Approach of Wyner and Malone77
3 Cooperation in Supply Chains and SCM Software Use in the European Automotive Industry81
3.1 Cooperative Transportation in Supply Chains81
3.1.1 An Exemplary Decision Category in Logistics: Transportation81
3.1.2 Selected Cooperative Scenarios for Transportation85
3.2 SCM Software as an Instrument for Cooperative Planning in Supply Chains  An Explorative Survey on the European Automotive Industry101
3.2.1 Information Sharing as Premise for Cooperation in Supply Chains101
3.2.2 Goals of the Survey108
3.2.3 Research Design109
3.2.4 Cooperation in the European Automotive Industry110
3.2.5 Supply Chain Management Software in the European Automotive Industry114
3.2.6 Summary of Results124
4 The Supply Chain of the Audi A8 V8 4.0l Diesel Engine  A Case Study of Audi AG127
4.1 Exposés of Companies in the Supply Chain of the V8 4.0l Diesel Engine128
4.1.1 Audi AG128
4.1.2 Audi Hungaria Motor Kft.134
4.1.3 TCG Unitech Systemtechnik135
4.1.4 Gustav Wahler GmbH u. Co. KG135
4.2 Description and Analysis of the Supply Chain of the Audi A8 V8 4.0l Diesel Engine135
4.2.1 Description of the Supply Chain of the Audi A8 V8 4.0l Diesel Engine136
4.2.2 Analysis of Inventory Levels in the Supply Chain of the Audi A8 V8 4.0l Diesel Engine144
4.2.3 Analysis of Orders Placed by the Companies in the Supply Chain of the Audi A8 V8 4.0l Diesel Engine151
4.3 Evaluation of the Audi AG Supply Chain159
4.3.1 The Bullwhip Effect in the Supply Chain of the Audi A8 V8 4.0l Diesel Engine159
4.3.2 Evaluation of the Cooperation Scenarios for Transportation in the Supply Chain of the Audi A8 V8 4.0l Diesel Engine165
4.3.3 Evaluation of the Implementation of Supply Chain Monitoring in the Audi AG Supply Chain: Real- time Exchange of Information on Capacity, Inventory, and Demand173
4.4 Summary of Results182
5 SCOptimizer  A Prototype for Quantifying Benefits of Cooperative Planning in Supply Chains189
5.1 Prototypical Implementation191
5.1.1 The SCOptimizer Architecture191
5.1.2 Prototypical Implementation of the Evaluation of Cooperative Distribution Planning with the SCOptimizer199
5.1.3 Prototypical Implementation of the Evaluation of the Bullwhip Effect220
5.2 Computational Study on Cooperative Distribution  An Exemplary Evaluation of Cooperative Planning Using the SCOptimizer252
5.2.1 Approach of the Computational Study253
5.2.2 Selected Results of the Computational Study258
5.2.3 Summary of Results278
6 Summary and Conclusions283
6.1 Summary of the Findings and Implications284
6.2 Outlook and Further Research287