Suntu motors: Planning for excellence (A)
This two-part case series makes a deep-dive into the Sales and Operational Planning (S&OP) process of Chinese carmaker Suntu Motors. They could not have wished for a better market response when it launched its first car in the fast-growing midsize SUV market. It predicted selling 240,000 cars in the first year; but, three months after opening its order books, it had to raise its forecast by almost 40% to 330,000 cars. It was now up to the already overstretched supply chain, production and purchasing teams to increase supply at short notice. This was not an easy task considering that Suntu was dependent on the cooperation of 150 external suppliers, while its main production facility in Chongqing was already running at 95% of total capacity. CASE A sets the stage, providing details of Suntu’s ineffective planning process that is keeping the supply chain teams running behind the facts; much like a dog chasing its own tail. The extra costs, delivery delays and impact on other models to meet demand for its new SUV would be substantial, but the company had no choice; this model was its top priority. It would make Suntu a serious contender in the premium car market and confirm that it was on the right track to achieve its strategic five-year plan: “Compete to Win.”
- Be able to identify the level of maturity of Suntu’s planning process
- Understand the business and financial impact of a reactive planning process
Automotive, Automobiles
2014 - 2017
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
- Suntu motors: Planning for excellence (A)
- Suntu motors: Planning for excellence (B)
- Suntu motors: Planning for excellence (A)
- Suntu motors: Planning for excellence (B)
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
The world’s most famous referee shares his insights for business leaders on how to make the best decisions in the moment – on or off the pitch
Here are six ways in which the role of a manager may evolve in an age of advanced AI.
Your top talent should come from different disciplines with different experiences to more effectively analyze the strategic environment. Use the IPO model below to see how it can be done. Your top talent should come from different disciplines with...
We need to rethink traditional models of finance if we are to achieve a sustainable and inclusive future, argues Durreen Shahnaz, founder & CEO of Impact Investment Exchange (IIX).
Here’s how your company can meet regulatory requirements and the expectations of sustainability indexes.
Brain CircuitsHow to tell if you’re an overconfident leader – and when it might cost you mostby Marleen Dieleman, Camellia Pham Published 20 November 2024 in Brain Circuits • 3 min readDownloadSave Leaders need to exude confidence and authority. B...
Pasona Group, a Japan-based human resources company, is committed to driving social change through business and supporting individuals to find "ikigai” (fulfillment) through work. The company has promoted flexible work and equitable workplaces and...
Leaders need to exude confidence and authority. But how do you know if you are veering towards overconfidence? Take this short test to find out.
How can companies adapt to the shifting dynamics of US policy and an increasingly fragmented world? As the dust settles on the 2024 US election how can companies adapt to the shifting dynamics of US policy and an increasingly fragmented world?
Presented at: European Winter Meeting of the Econometric Society (EWMES), 16-18 December 2024, Palma de Majorca, Spain
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications