The automotive sector grew to be a worldwide industrial powerhouse in the 20th century. Muller (2009) highlighted a number of difficulties that are presently impacting on the competitiveness of the South African automotive business. Globally, the sector is quite competitive, and planet-class management philosophies and practices such as just-in-time production (JIT), total excellent management (TQM) and continuous improvement (CI) are already in use in these supply chains, and have been for several decades (Naude, 2009). Logistics operations in the automotive supply chain are complex and represent a big expense and chance for improvement.
The pool of leaders with such abilities – and the other attributes detailed in this paper – is of a limited size and there may not be adequate profession automotive executives to go round. Presentations have covered such subjects as information privacy and security matters recall and expense recovery actions, which includes consumer class actions, existing legislative and regulatory problems impacting the automotive market such as the whistleblower” guidelines under the new Rapidly Act and the altering applications of technologies and mobility.
There was a time when the challenge for automotive firms was to recruit persons with the strongest technical knowledge, but nowadays that isn’t enough – nowadays we will need leaders with the capability to both handle the organization today and to set out a vision for its medium- to extended-term technique. The market is capital intensive and technologically sophisticated, each in terms of manufacturing processes and its goods (Wei & Chen 2008:973). Listen, any organization venture that a person decides to get into revolves about several parameters.
In spite of the use of these management practices, the industry’s provide chains face realities and challenges that have an influence on delivery in terms of components becoming delivered at the appropriate location and time, and higher inventory holding at just about every stage of the provide chain if logistical solutions are unreliable and irregular. The stakeholders in the automotive sector consist of government, labour and business (Division of Trade and Business DTI 2004).
Nieman, Hough & Nieuwenhuizen (2008) recognize access to markets, the availability of raw supplies, help and technical infrastructure, transport infrastructure, the availability of labour and expertise, climatic circumstances, and political and social stability as aspects that have an impact on the physical establishment of a small business. Ha2: The quantity of years a business has been supplying its target industry has a bearing on the supply chain challenges it faces. The purposive sampling method was employed in order to concentrate on those who have specialist understanding about supply chain practices and operations in the automotive sector (senior provide chain managers).