Suchergebnisse

Introduction and Overview / Paul Nieuwenhuis, Peter Wells -- Understanding Change and Difference in the Global Automotive Industry / Peter Wells -- The Market for New Cars / Peter Wells -- Understanding People and Cars / Lorraine Whitmarsh, Dimitrios Xenias -- Car Manufacturing / Paul Nieuwenhuis -- Recent Trends in Manufacturing Innovation Policy for the Automotive Sector / Patrick Galvin, Elena Goracinova, David A Wolfe -- Labour Relations and Human Resource Management in the Automotive Industry / John Holmes -- Labour Relations and HRM in the Automotive Industry / Katsuki Aoki -- The Rise of South Korean (or Korean) Automobile Industry / Seunghwan Ku -- China's Car Industry / Paul Nieuwenhuis, Xiao Lin -- Forging Ahead or Stagnating? / Maneesh Kumar -- From Factory to End-User / Ben Waller -- Impacts of Automobility / Peter Wells, Paul Nieuwenhuis -- Regulating the Car / Huw Davies, Paul Nieuwenhuis -- Global versus Local / Paul Nieuwenhuis, Peter Wells -- The Impact of Electric Automobility / Huw Davies, Liana M Cipcigan, Ceri Donovan, Daniel Newman, Paul Nieuwenhuis -- Alternatives to the Car / Peter Wells -- New Business Models and the Automotive Industry / Peter Wells -- Future Challenges for Product and Industry / Paul Nieuwenhuis, Peter Wells

PurposeTo provide in‐depth insights into one specific product recovery operation (remanufacturing) in the automotive sector, taking the example of original equipment manufacturers (OEM).Design/methodology/approachThe research was undertaken within the engine remanufacturing facilities of a major European car manufacturer. The main data collection methods were open‐ended, non‐directive interviews and process observation. In addition, secondary data (internal company reports and documentation) were collected. Overall, a total of 64 interviews were conducted within the engine remanufacturing plant.FindingsThe case study revealed that the remanufacturing processes included challenges that have been traditionally investigated within "conventional" operations and supply chain management, such as high inventory levels or process through‐put times. It was also found that product take‐back and recovery in the automotive sector do not necessarily stem from a company's mission statement that includes (sustainable) responsibility, but are based on other motives. These motivations include the long‐term supply of spare parts, for example.Research limitations/implicationsThe findings are limited to one specific European car manufacturer and may therefore not necessarily apply to the independent automotive remanufacturing sector or to other OEM remanufacturers.Practical implicationsThe case study gives an in‐depth insight into the issues within automotive product take‐back and recovery, the types of obstacles that may occur as well as how these may be overcome in the real world.Originality/valueThe findings provide new, real‐world insights for academia, but also feedback to industry by providing an in‐depth account of current automotive remanufacturing practices undertaken by the OEM.