Managing the International Value Chain in the Automotive Industry
Managing the International Value Chain in the Automotive Industry
Strategy, Structure, and Culture
Stefan Schmid, Philipp Grosche
Table of contents
Foreword Authors Acknowledgments International value chains: Current trends and future needs, as exemplified by the automotive industry 1. Internationalizationofthevaluechainintheautomotiveindustry 2. Configurationandcoordinationascrucialdimensionsinshapinginternational valuechains 3. Bestpracticesandoptionsformanagingtheinternationalvaluechain Glocal value creation in the Volkswagen Group: Moving toward greater decentralization of production and development 1. TheVolkswagenGroup’snewglobalstrategy 2. TheconfigurationofproductionactivitieswithintheVolkswagenGroup 3. TheconfigurationofR&DactivitieswithintheVolkswagenGroup 4. Theconsequencesofdecentralizingvalueactivities Speaking with Ralf Kalmbach, Roland Berger “Thecoordinationofinternationalvalueactivitiesisacrucialfactorinachievingsuccess.” Decentralized centralization: Romania as a focus of value creation for Renault’s Logan 1. TheRenaultGroupasaleaderinthelow-costcarsector 2. TheconfigurationofvalueactivitiesfortheLogan 3. Thecompetitiveadvantagesofferedbyemergingmarkets 4
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Speaking with Coimbatore K. Prahalad, Ross School of Business, University of Michigan “Wearemovingawayfromafirm-andproduct-centricviewofvaluetoanetworkcentricandco-createdviewofvalue.” From assembly plant to center of excellence: The rise of Audi’s subsidiary in Györ, Hungary 1. EstablishingAudiHungariaasasubsidiaryofAudiAG 2. DevelopingAudiHungariaasacenterofexcellencewithintheVolkswagenGroup 3. Challengesinmanagingcentersofexcellence Speaking with Matthias Wissmann, President of the VDA
Strategy, Structure, and Culture
Stefan Schmid, Philipp Grosche
Table of contents
Foreword Authors Acknowledgments International value chains: Current trends and future needs, as exemplified by the automotive industry 1. Internationalizationofthevaluechainintheautomotiveindustry 2. Configurationandcoordinationascrucialdimensionsinshapinginternational valuechains 3. Bestpracticesandoptionsformanagingtheinternationalvaluechain Glocal value creation in the Volkswagen Group: Moving toward greater decentralization of production and development 1. TheVolkswagenGroup’snewglobalstrategy 2. TheconfigurationofproductionactivitieswithintheVolkswagenGroup 3. TheconfigurationofR&DactivitieswithintheVolkswagenGroup 4. Theconsequencesofdecentralizingvalueactivities Speaking with Ralf Kalmbach, Roland Berger “Thecoordinationofinternationalvalueactivitiesisacrucialfactorinachievingsuccess.” Decentralized centralization: Romania as a focus of value creation for Renault’s Logan 1. TheRenaultGroupasaleaderinthelow-costcarsector 2. TheconfigurationofvalueactivitiesfortheLogan 3. Thecompetitiveadvantagesofferedbyemergingmarkets 4
6 8 9 10
11 17 24 30
31 35 40 51 60
66
67 77 90
Speaking with Coimbatore K. Prahalad, Ross School of Business, University of Michigan “Wearemovingawayfromafirm-andproduct-centricviewofvaluetoanetworkcentricandco-createdviewofvalue.” From assembly plant to center of excellence: The rise of Audi’s subsidiary in Györ, Hungary 1. EstablishingAudiHungariaasasubsidiaryofAudiAG 2. DevelopingAudiHungariaasacenterofexcellencewithintheVolkswagenGroup 3. Challengesinmanagingcentersofexcellence Speaking with Matthias Wissmann, President of the VDA