BMW has no analogues in America
BMW has no analogs in America, to meet the needs of the family and the cost of driving SUVs, BMW is taking steps to reduce coordination costs and unpredictability at its Spartanburg plant.
The recently upgraded BMW North America refinery, located in Greer, South Carolina, near Spartanberg, has proven to be one of the most significant generations where it operates anywhere in the world. In addition to the fact that it helps to quickly meet the growing needs of the US and North American markets, there is also worldwide interest in SUVs – or “gaming vehicles” as BMW calls them – that are delivered to the factory. Office worth 2.2 billion. Dollars. The United States, with 8,000 employees, is BMW’s main factory supplying the X3 and X5 Sports Activity Vehicle and the X6 Sports Activity Coupe. In a year, the plant also plans to begin assembling the new X4 with a number of assumptions that will ultimately increase the limit from 300,000 units per year to 350,000.
In 2012, the Spartanburg factory created 301,500 vehicles and shipped almost 70% of them to about 150 countries, including huge flows to China, Germany, the UK and other countries. With tariffs of about 211,000 cars totaling $ 7.4 billion, BMW is one of the largest car exporters in terms of volume and incentives in the country. This year’s creation was at a comparative pace from 2012 to November.
Given that significant volume growth is expected, as well as with an implacable worldwide and sophisticated inventory network, the viability of coordination is becoming increasingly important for BMW in Spartanburg, according to Markus Collins, vice president of coordination, preparing for the BMW Group, which is based in base camp car manufacturer in Munich.
BMW, which has a tightly integrated administrative structure for the Spartanburg plant and its coordination and acquisition teams in Munich, has recently made various efforts to reduce coordination costs and carbon footprint for distribution to the plant. For example, an organization recently switched to cheaper rail to import traffic from its inlet port in Charleston, South Carolina, and similarly introduced another inland port that speeds up port exchanges for imported materials. Spartanburg is also the main factory using BMW’s new idea for storing small parts to speed production coordination.
To coordinate the exit, the automaker also uses the railway to deliver its vehicles to Port Charleston at worldwide rates. It trades from port to Mexico and Canada via ro-ro shipping.
North American Inbound System
BMW receives or receives most of the material for the Spartanburg plant in the USA, which is an important aspect of the huge freight system, which includes more than 700 trucks per day. According to Wallace, for a production network in North America, organizations need to maintain and improve the nature of their freight providers in the territories, for example, for timely transportation.
For US suppliers, the normal distance to the Spartanburg plant is about 180 miles (290 km). Countless North American suppliers use full truck loading (FTL) transport, especially in order to save money (JIT), simply by turn (JIS) and simply by volume, which BMW calls “direct assembly and assembly” of parts (DIMO). are parts that are directly transferred to the assembly area, but not in order and without a clear time stamp for use in a mechanical production system. Volans says that JIT, JIS and DIMO account for about 80% of Spartanburg’s incoming volume.
Most of the remaining domestic and North American volumes are combined through storage facilities and transportation hubs before landing in a sequential construction system. According to the agreed coordinates, additional shipment of spare parts from North America will be organized.
BMW has no analogs in America, BMW Spartanburg receives about 740 trucks per day, including 400 JIT / JIS, 300 cargo trucks and 40 sea coupes. Its repeatability depends on the type of material. For example, JIS parts, such as seats or guards, are transported hourly, and spare parts land as groupage several times a week. Wollens emphasizes that BMW strives for high repeatability, but also needs to stay away from the airship cargo in order to combine its deliveries. Wollens includes that by centering a high filling rate.