汽车产业销售模式
现代汽车公司生产和生产大约130万辆汽车和汽车的一年,这样做在过去的三年。的产量将现代在世界排名前十的企业。作为汽车行业预计,上游供应链非常复杂的一部分。由于其巨大的产量,现代有400第一层供应商,2500年左右的供应商第二层和第三个图或更高类别的供应商是未知的和巨大的。尽管大多数的供应商来自韩国的母公司,它还取决于供应某些外国语言环境。销售和分销模式是独特的现代相比其他汽车行业在美国或周边国家。现代的国内分销是照顾到一个巨大的数字700销售办事处和大约200名经销商独立。这些经销商得到模型演示,但他们不保持定期的库存或库存。现代汽车设计生产和销售控制部门解决国内的供给和需求之间的冲突和出口部门。现代遵循集中管理方法购买和供应主要是因为大部分供应发生在主要的植物。生产和销售管理部门面临的五个重大问题
汽车产业销售模式
Hyundai motors as a company produces and manufactures approximately 1.3 million units of cars and vehicles in a year and has been doing so for the last three years. In terms of volume of production it puts Hyundai amongst the top ten companies of the world. As it is expected in an automobile industry, the upstream part of the supply chain is very complicated. Because of its massive volume of production, Hyundai has 400 first tier suppliers, around 2500 suppliers in the second tier and the figure for the third or the higher category of suppliers is unknown and huge. Though most of its suppliers hail from the parent company of Korea, it also depends upon supplies from certain foreign locales. The sales and distribution pattern is distinct for Hyundai when compared to the other automobile industries in the United States or neighboring countries. The domestic distribution of Hyundai is taken care of by an enormous figure of 700 sales offices and around 200 dealers who are independent. These dealers have been given models for demonstration but they do not keep a regular stock or inventory. Hyundai Motors has designed it Production and Sales control Department to sort out conflicts between the demand and supply of the domestic and export department. Hyundai follows a centralized management approach for purchase and supply primarily because most of its supply takes place at the main plant. The production and sales control department faces five significant issues:
