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oai:dspace.mit.edu:1721.1/1560292024-08-13T03:17:21Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023

Fine, Charles H. Dong, Wenzhe Sloan School of Management 2024-08-12T14:16:27Z 2024-08-12T14:16:27Z 2024-05 2024-06-25T18:19:50.080Z https://hdl.handle.net/1721.1/156029 This research delved into the transformation of supply chain strategies among automobile original equipment manufacturers (OEMs) in the post-pandemic era, motivated by the disruptions faced during the COVID-19 pandemic. This study employed qualitative research methods and conducted semi-structured interviews with employees from both supply chain and strategy functions in OEMs and suppliers. This study identified motivations for automobile supply chain strategy transformation, including the electrification trend, geopolitical events, and pandemic impacts, highlighting the need for agile and resilient supply chains. Driven by these factors, OEMs prioritized supply chain resilience through measures such as safety stock increases, dual-sourcing critical materials, and enhanced supplier collaboration. Organizational adaptations further bolstered these transformation initiatives, fostering flexibility and instilling a resilience-centric mindset. Furthermore, this study examined talent management issues and resistance to change as prominent obstacles in supply chain strategy transformation and offered targeted recommendations. The findings provided actionable insights into emerging post-pandemic supply chain transformation trends, serving as a valuable resource for automotive OEMs, suppliers, policymakers, and scholars in shaping future strategies for automobile supply chains. S.M. Massachusetts Institute of Technology In Copyright - Educational Use Permitted Copyright retained by author(s) https://rightsstatements.org/page/InC-EDU/1.0/ Strategic Transformation Trends within Automobile Supply Chains in the Post-Pandemic Era Thesis application/pdf Master Master of Science in Management Studies Publication unknown unknown <Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="b734249b-5f74-4d8b-ae76-e678fa776777"> <Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type> <Title>Strategic Transformation Trends within Automobile Supply Chains in the Post-Pandemic Era</Title> <PublishedIn> <Publication> </Publication> </PublishedIn> <PublicationDate>2024-05</PublicationDate> <Authors> <Author> <DisplayName>Dong, Wenzhe</DisplayName> <Affiliation> <OrgUnit> </OrgUnit> </Affiliation> </Author> </Authors> <Editors> </Editors> <Publishers> <Publisher> <DisplayName>Massachusetts Institute of Technology</DisplayName> <OrgUnit /> </Publisher> </Publishers> <License>https://rightsstatements.org/page/InC-EDU/1.0/</License> <Abstract>This research delved into the transformation of supply chain strategies among automobile original equipment manufacturers (OEMs) in the post-pandemic era, motivated by the disruptions faced during the COVID-19 pandemic. This study employed qualitative research methods and conducted semi-structured interviews with employees from both supply chain and strategy functions in OEMs and suppliers. This study identified motivations for automobile supply chain strategy transformation, including the electrification trend, geopolitical events, and pandemic impacts, highlighting the need for agile and resilient supply chains. Driven by these factors, OEMs prioritized supply chain resilience through measures such as safety stock increases, dual-sourcing critical materials, and enhanced supplier collaboration. Organizational adaptations further bolstered these transformation initiatives, fostering flexibility and instilling a resilience-centric mindset. Furthermore, this study examined talent management issues and resistance to change as prominent obstacles in supply chain strategy transformation and offered targeted recommendations. The findings provided actionable insights into emerging post-pandemic supply chain transformation trends, serving as a valuable resource for automotive OEMs, suppliers, policymakers, and scholars in shaping future strategies for automobile supply chains.</Abstract> <Access xmlns="http://purl.org/coar/access_right" > </Access> </Publication>