Question 5

Closing Case Study Two 187 Nor PARALLEL 96 percent really that good? Why or why not? What quantitative approach would you use to Questions 1. In implementing the new inventoryjustify system management system and converting existing 96 percent to 98 percent? To 100 percent? users (dealerships) to it, what sort of 4. If you refer back to Chapter 4 and decision implementation method is GM using? In your support systems, how would you characterize the decision-making process of determining how many parts to keep on hand? Is that mainly a recurring decision or a nonrecurring decision? Is that mainly or a nonstructured decision? For both the latter questions, justify your answers opinion, why is this the most appropriate method? If you had to choose a different implementation method, what would it be and why? ured decision 2. Why do you believe that General Motors has allowed its 7,000 North American dealerships to choose different dealership management 5. The new inventory management system reduces systems? What are the advantages to allowing this freedom of choice? What are the disadvantages to such an approach? the overall costs of parts inventory and, at the same time, increases customer satisfaction. How is this an example of a bottom-line initiative? How is this an example of a top-line initiative? If necessary, refer back to Chapter 1 3. The new inventory management system provides a satisfactory repair experience 96 percent of the time, up from 67 percent. While that increase is both strong and good, is 800 e