Where is Globestelle in the design chain? And what is the nature of this development project?
Illustrations of the Globestelle is in the following diagram consists of subcontractors and machine suppliers. All the issues in the case resulted from the requirements by AGT affecting the entire automobile design process. The vision was to draw on experience from all networks, service centers to address any arising problems with focal players including Reltex, Globestelle, and subcontractors.
With a complex supply chain, valued at one hundred million euros, the project to Reltex is very large, technically complex, in comparison with previous projects. Each player in the design chain should meet their requirements responsibly to appropriately manage the project tightly.
What resources did Globestelle commit to this development project? Were they adequate?
Franc Warde, Joseph Zemel, and other employees made their contributions as part-time or permanent employees. , making the ownership presumably falling to none of the employees. They were few and inadequate resources. Globestelle provided technical and day-to-day management and a relationship with Relax. Globestelle realized uncertainties in profits, the risk of later disposal of unused resources, lack of guaranteed employment for workers which caused resource underestimation in the project.
How did the move of sites affect the development project?
By appointing a subcontractor to prototype initial products adds further delays, busily occupying resources for the Reltex project which added an extra link in the chain that delayed the learning process with new complexities, and changing specifications to learning anew.
What other events influenced the relationship between Globestelle and Reltex during the development project?
These included changes to the components’ relative positions in the manufacturing process, changing materials with stringent leak test requirements without informing Globestelle. Soured piece price negotiations, lack of disclosures, reduced production forecasts, poor parts specifications, and cultural differences, distrust between Reltex and Globestelle, and interrelated issues diagramed below.
Implications for design networks
Misunderstanding and other requirements required Globestelle to conduct regular meetings with stakeholders to be responsible in the supply chain.
References
Slack, N., & Pavitt, J. (2003). Case 15 The Reltex Project. In R. Johnston (Ed.), Cases in Operations Management (3rd ed., pp. 79–82). Prentice Hall.