Crisis, Resilience and Survival charts the evolution of the global automotive industry, revealing the pressures and challenges facing firms in this huge but turbulent realm of business. Long-term overcapacity and swings of the economic cycle mean that many car companies are in financially perilous positions. Yet failures of auto companies are rare, and many have bounced back from the brink. Using the concept of the 'survival envelope', Holweg and Oliver argue that the ability to design, develop, manufacture and distribute vehicles competitively is not the only factor in ensuring success. Using detailed analyses of two failures (Rover and Saab) and two near-misses (Chrysler and Nissan) they explore how scale, market reach and supportive stakeholder relations can make the difference between success and failure in this global industry. This book will appeal to anyone working in, or studying the auto industry, as well as those interested in corporate success and failure.

The motivation for this book came out of a shared belief that what passed as 'theory' in operations management (OM) was all too often inadequate. In one respect, OM scholars were bending over backwards to make theories from other fields fit our research problems. In another, questionable assumptions were being used to apply mathematics to OM problems. Neither proved a good match with what the authors' had observed in practice. Successful operations were managed by considerations that were far more straightforward than much of what was being published. The authors of this book codify these practical considerations into a set of ten fundamental principles that bring together a century of operations management thinking. The authors then apply these principles to important topics such as process design, process improvement, the supply chain, new product development, project management, environmental sustainability, and the interfaces between operations management and other business school disciplines.

Growing the UK auto supply chain is seen as an issue of the highest priority by the Automotive Council. This 'sourcing roadmap' provides and overview of current and prospective patterns in the UK automotive industry. It serves and the empirical grounding for determining and prioritising activities by the Automotive Council to retain and build supply chain capabilities in the UK automotive industry.

The motivation for this book came out of a shared belief that what passed as 'theory' in operations management (OM) was all too often inadequate. In one respect, OM scholars were bending over backwards to make theories from other fields fit our research problems. In another, questionable assumptions were being used to apply mathematics to OM problems. Neither proved a good match with what the authors' had observed in practice. Successful operations were managed by considerations that were far more straightforward than much of what was being published. The authors of this book codify these practical considerations into a set of ten fundamental principles that bring together a century of operations management thinking. The authors then apply these principles to important topics such as process design, process improvement, the supply chain, new product development, project management, environmental sustainability, and the interfaces between operations management and other business school disciplines.