Organizace a management projektu konsorcia

Abstract

Automotive industry is experiencing a turning point which raises several questions. My thesis is trying to answer some of those queries: How can OEMs use innovation and new management methods to best manage this transformation? What levers can they use to strengthen their position in the market? And how can those levers be applied to practical vehicle projects? First, my thesis explores the growth potential hidden in innovation management, new project management methods like “Agile” and their suitability to the automotive context. Second, I abstracted my experience in Renault Group to analyze the organization of vehicle projects and their milestones in partnerships context to evaluate its complexity, its potential and its limitations. Finally, my thesis devotes a chapter to a case study related to powertrain issues to apply management methods to a real problem where multiple case scenarios are analyzed in order to conduct a multiple-criteria evaluation and to propose the appropriate solution(s). Those theoretical analyzes combined with practical case studies led to several findings that allow me to conclude that the automotive industry need a push by adopting new flexible management methods to put the best products in the market. OEMs need also to concentrate their efforts through partnerships, mergers and alliances to best face those challenges. And finally, subcontracting activities like powertrain design can be beneficial to improve performances and reduce costs.Automotive industry is experiencing a turning point which raises several questions. My thesis is trying to answer some of those queries: How can OEMs use innovation and new management methods to best manage this transformation? What levers can they use to strengthen their position in the market? And how can those levers be applied to practical vehicle projects? First, my thesis explores the growth potential hidden in innovation management, new project management methods like “Agile” and their suitability to the automotive context. Second, I abstracted my experience in Renault Group to analyze the organization of vehicle projects and their milestones in partnerships context to evaluate its complexity, its potential and its limitations. Finally, my thesis devotes a chapter to a case study related to powertrain issues to apply management methods to a real problem where multiple case scenarios are analyzed in order to conduct a multiple-criteria evaluation and to propose the appropriate solution(s). Those theoretical analyzes combined with practical case studies led to several findings that allow me to conclude that the automotive industry need a push by adopting new flexible management methods to put the best products in the market. OEMs need also to concentrate their efforts through partnerships, mergers and alliances to best face those challenges. And finally, subcontracting activities like powertrain design can be beneficial to improve performances and reduce costs.