Business Projects in E-business and Global Supply Chain Management and Open innovation and Operations Strategy

Abstract

This study compares the global supply chains of three of the world’s largest car manufacturers: Japanese Toyota, German Volkswagen, and American General Motors. It aims to analyze how these companies effectively manage their supply chains in the context of globalization, focusing on their different strategies based on culture and management plans. The research consists of two parts: the first analyzes supply chain processes, including flows and operations management; the second offers managerial recommendations to improve supply chains in the automotive industry. The report concludes with a summary of key points and suggestions for improving global supply chain management in this sector.In today's global business environment, marked by geopolitical uncertainty and rapid changes, open innovation is seen as a key factor for driving growth in countries and companies. For businesses adopting open innovation, the results include increased commercial value through innovative technologies, particularly in developed markets like the US and UK. Open innovation helps companies stay competitive by integrating external ideas to address evolving market demands and stakeholder pressures. This analysis focuses on how open innovation drives growth in the UK, specifically for Small and Medium-Sized Enterprises (SMEs). It covers the concept of open innovation, the challenges SMEs face, and how these can impact their sustainability, concluding with recommendations on enhancing open innovation performance for SMEs.Global changes have brought various threats and opportunities affecting societies and businesses at local, regional, and global levels. Key challenges include climate change, geopolitical instability, the digital revolution, the rise of AI, shifts in transportation infrastructure, and resource scarcity. While some companies have adapted to these challenges, others may close down.

This paper focuses on how Tesla has responded to these challenges. It examines the impact of these shifts on Tesla's operations, the changes made in response, their effects on human resources and physical locations, and methods to minimize negative impacts on operational quality.This paper applies Osterwalder and Pigneur’s (2010) business model canvas to three online companies in different sectors: Bangor Online Car Sales, Skincare by Stace, and Carl's Home Cooked Pies. The business model canvas includes nine main components: key partners, key activities, key resources, value propositions, customer relationships, channels, customer segments, cost structure, and revenue streams.