BMW 2001 Annual Report Download - page 146
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26
In search of the new and agile realisation. Speed and flexibility
are crucial in a competitive world. The combination of fast and
flexible action, the agility of a company, is therefore the key to
success.
The question that quickly arises in this context is clear: What
are the core competencies of a company, what is the perfect bal-
ance of in-house operation and outsourcing? The answer, at least
in part, is provided by joint ventures and networking, procedures
which enable a company to breathe and cover risks possibly aris-
ing in future. Joint ventures are therefore an important element of
the BMW Groups strategy, with the focus not on financial ties or
mergers, but rather on specific tasks requiring specific solutions.
In this process the BMW Group always remains in control of all
factors crucial to the values of its brands. The latest example of
such a joint venture is the cooperation with Steyr-Daimler-Puch
Fahrzeugtechnik in the series development and production of
the BMW X3.
The BMW Group has been the leader for many years in its ori-
entation to fast core processes. One example is the optimum in-
terplay of production and sales based on the Groups Customer-
Oriented Sales and Production Process or KOVP for short, to use
the German abbreviation. The basic point is that processes are
determined not by the kind of car the company would like to build,
but rather by the car the customer himself wishes to drive and
specifies in his order. This philosophy is applicable to all models
within the BMW Group, that is both brands, the BMW and MINI.
The simple and straightforward bottom line is that each customer
should receive his custom-built car exactly on time, on the date
agreed. And the customer is able to change the equipment he
wishes to order for his car until just a few days before the start of
assembly, without any impact on the delivery date.
Enhancing Agility