In an automotive industry characterised by a high level of model diversity and customised production, flexible capacity management along the entire supply chain has proved to be a key success factor that enables companies to produce cars competitively in different scenarios in line with the latest customer preferences. Increasing market volatility is resulting in major changes in the field of automotive logistics affecting not only OEMs but also suppliers and service providers. The surprising, short-term slumps in demand leading to short-time work at many production locations were followed by high growth in demand, particularly for smaller models, and some of this growth was driven by government stimulus packages. A high degree of flexibility throughout the entire production network is needed in order to meet the changing requirements. Against the backdrop of the high overall level of integration in the automotive industry, it is worth taking a closer look at the ongoing development of collaborative capacity management based on new, innovative forms of cooperation.

These cooperation models are designed to create the necessary stability in production and logistics processes, thereby paving the way for increased cost efficiency. The cross-company interlinking of forecasting and call-off data enables us to pinpoint further optimisation potential at different points in the process chain: starting with joint product development, collaborative demand management offers strategies to reduce and handle capacity fluctuations. While the "pearl necklace" and JIS are already well established as production control principles, closer analysis of the demands made of logistics by modern production planning allows us to identify improved methods for the stabilisation of call-offs while taking account of the processes of suppliers and logistics service providers - and to use the resulting insights as a basis for the definition of targeted measures. Last but not least, new IT applications promote further optimisation of material and information streams along the supply chain.

Approx. 400 participants visited the forum. The special-topic presentations included:

• Stabilisation of Production Programs – Activities to Promote the Reliability of Forecasting Models
• Implementing the Demands of Different OEMs on the Production Control Process
• Perfecting In-House Vehicle Flows – Impacts on the Supply Network
• Throughput Time as a Driver of Process Excellence – Opportunities for Players in the Supply Chain
• Holistic Supply Chain Planning and Optimisation