Authors: Seitz, Margarete A.; Wells, Peter E.

Source: Business Process Management Journal, Volume 12, Number 6, 2006 , pp. 822-836(15)

Publisher: Emerald Group Publishing Limited

Abstract:

<B>Purpose</B> - To provide in-depth insights into one specific product recovery operation (remanufacturing) in the automotive sector, taking the example of original equipment manufacturers (OEM). <B>Design/methodology/approach</B> - The research was undertaken within the engine remanufacturing facilities of a major European car manufacturer. The main data collection methods were open-ended, non-directive interviews and process observation. In addition, secondary data (internal company reports and documentation) were collected. Overall, a total of 64 interviews were conducted within the engine remanufacturing plant. <B>Findings</B> - The case study revealed that the remanufacturing processes included challenges that have been traditionally investigated within "conventional" operations and supply chain management, such as high inventory levels or process through-put times. It was also found that product take-back and recovery in the automotive sector do not necessarily stem from a company's mission statement that includes (sustainable) responsibility, but are based on other motives. These motivations include the long-term supply of spare parts, for example. <B>Research limitations/implications</B> - The findings are limited to one specific European car manufacturer and may therefore not necessarily apply to the independent automotive remanufacturing sector or to other OEM remanufacturers. <B>Practical implications</B> - The case study gives an in-depth insight into the issues within automotive product take-back and recovery, the types of obstacles that may occur as well as how these may be overcome in the real world. <B>Originality/value</B> - The findings provide new, real-world insights for academia, but also feedback to industry by providing an in-depth account of current automotive remanufacturing practices undertaken by the OEM.

Keywords: Automotive components industry; Product management; Reverse scheduling; Supply chain management

Document Type: Research article

DOI: http://dx.doi.org/10.1108/14637150610710954

Publication date: 2006-11-01

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