Operations Based Mercedes-Benz Report
Figure 1 (Mercedes-Benz, 2018, [online])
Table of Contents
Background Information………………………………………………………………………….……3
1
,Quality and Improvement Opportunities…………………………………………………4 – 6
Goal 13: Climate Action…………………………………………...………………….…………7 – 9
Goal 9: Industry, Innovation and Infrastructure………………………….………10 – 11
Recommendations ……………………………………………………………………………..12 – 13
Conclusion…………………………………………………………………………………………….…….15
Appendix 1………………………………………………………………………………...………………16
References…………………………………………………………………………………………..17 – 28
Background Information
It all started with the two largest and prestigious automotive companies DMG and Benz & Cie.
partnering in 1926 and trading under the business’s name Daimler-Benz AG (Daimler Media, 2016,
[online]). Mercedes-Benz was registered as a trademark when new passenger cars were exhibited at
the Berlin Motor Show in 1926 (Mercedes-Benz, n.d., [online]). One of the most iconic inventions by
2
, Carl Benz was the first gasoline-powered vehicle in 1885 with the received German Imperial Patent
(Mercedes-Benz, n.d., [online]).
In this day and age the reputation of a company relies on high-quality automobiles and service
excellence offered to consumers; therefore Mercedes-Benz is still proud to deliver promised results
(Barons Group, 2018, [online]). For example, by improving Sprinter vans fuel consumption and
overall performance (Commercial Fleet, 2018, [online]). The Group has global production network
consisting of more than 30 production plants worldwide (Daimler, 2017, [online]). Their vision is to
satisfy various stakeholders and provide best customer service in the automobile industry (CAC
Mercedes-Benz, n.d., [online]). By winning Fleet Manufacturer of the Year award in 2018 Mercedes-
Benz is encouraged to continue growing its market and sustainability (Thomas, 2018, [online]).
The aim of this report is to critically evaluate Mercedes-Benz in the context of operations
management, with particular focus on quality and improvement opportunities and how the
principles of responsible management and United Nations (UN’s) Sustainable Development Goals
(SDGs) may be applied to this topic. In addition, the challenges will be determined with relevant
recommendations proposed.
Quality and Improvement Opportunities
Increasing competition in automotive sector forces manufacturers and their supply chains to
innovate and enhance product efficiency to meet the challenges from economic growth while
maintaining high-end quality of cars (Henriksen et al., 2010, [online]) and Slack et al., 2016).
Therefore, companies are using widespread system Lean which is concerned with elimination of the
3
Figure 1 (Mercedes-Benz, 2018, [online])
Table of Contents
Background Information………………………………………………………………………….……3
1
,Quality and Improvement Opportunities…………………………………………………4 – 6
Goal 13: Climate Action…………………………………………...………………….…………7 – 9
Goal 9: Industry, Innovation and Infrastructure………………………….………10 – 11
Recommendations ……………………………………………………………………………..12 – 13
Conclusion…………………………………………………………………………………………….…….15
Appendix 1………………………………………………………………………………...………………16
References…………………………………………………………………………………………..17 – 28
Background Information
It all started with the two largest and prestigious automotive companies DMG and Benz & Cie.
partnering in 1926 and trading under the business’s name Daimler-Benz AG (Daimler Media, 2016,
[online]). Mercedes-Benz was registered as a trademark when new passenger cars were exhibited at
the Berlin Motor Show in 1926 (Mercedes-Benz, n.d., [online]). One of the most iconic inventions by
2
, Carl Benz was the first gasoline-powered vehicle in 1885 with the received German Imperial Patent
(Mercedes-Benz, n.d., [online]).
In this day and age the reputation of a company relies on high-quality automobiles and service
excellence offered to consumers; therefore Mercedes-Benz is still proud to deliver promised results
(Barons Group, 2018, [online]). For example, by improving Sprinter vans fuel consumption and
overall performance (Commercial Fleet, 2018, [online]). The Group has global production network
consisting of more than 30 production plants worldwide (Daimler, 2017, [online]). Their vision is to
satisfy various stakeholders and provide best customer service in the automobile industry (CAC
Mercedes-Benz, n.d., [online]). By winning Fleet Manufacturer of the Year award in 2018 Mercedes-
Benz is encouraged to continue growing its market and sustainability (Thomas, 2018, [online]).
The aim of this report is to critically evaluate Mercedes-Benz in the context of operations
management, with particular focus on quality and improvement opportunities and how the
principles of responsible management and United Nations (UN’s) Sustainable Development Goals
(SDGs) may be applied to this topic. In addition, the challenges will be determined with relevant
recommendations proposed.
Quality and Improvement Opportunities
Increasing competition in automotive sector forces manufacturers and their supply chains to
innovate and enhance product efficiency to meet the challenges from economic growth while
maintaining high-end quality of cars (Henriksen et al., 2010, [online]) and Slack et al., 2016).
Therefore, companies are using widespread system Lean which is concerned with elimination of the
3
