BMW 2003 Annual Report Download - page 172
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36
Utilising resources efficiently
components and technologies pre-developed. The early phase of each new
vehicle concept ends with final product, market, production and finance baselines
being laid down.
In the product development process, all partners are integrated from the
beginning. Since project progress flows directly into the “virtual car”, down time
and loss of momentum because of data collation is eliminated.
Time-to-customer: mastering complexity. Agility in development, production
and sales is essential to the BMW Group’s success. In this context, three ques-
tions are pivotal. How quickly can a vehicle be developed? How quickly can
it be produced? How quickly can it be delivered to the customer? The BMW
Group meets these challenges with its customer-oriented sales and production
process. Basically, the process is not determined by the kind of vehicle that
the BMW Group might want to build, but by the car that the customer would
like and will order. The customer-oriented sales and production process was
first introduced in the BMW 7 Series in 2001. Since then, all new models of
the BMW and MINI brands have been integrated into this comprehensive new
system.
The customer-oriented sales and production process has clear advantages
for all parties involved. First of all, the dealer can help the customer put together
the desired vehicle right at his desk, he can then directly book a slot in the produc-
tion
process and finally inform all units involved in production logistics. The
bene-
Car configuration on-screen.
Cars are delivered quickly, on
time and to each customer’s
specifications. This is an
exciting challenge, because
making cars to order is ex-
tremely complex.Theoretically,
for example, 1017 different
combinations are possible in
the BMW 7 Series alone.