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Aircraft
Published in Suzanne K. Kearns, Fundamentals of International Aviation, 2021
The term original equipment manufacturer (OEM) refers to an organization that builds products. In aviation, OEMs manufacture aircraft and engines. There are many OEMs within aviation, some with a history stretching back to the earliest days of the industry. OEMs employ a variety of aviation professionals, including aerospace engineers, management teams, manufacturing tradespeople, sales and marketing personnel, and test pilots, among others.
Architecture of an Automotive Power System
Published in Dorin O. Neacşu, Automotive Power Systems, 2020
These two tests (listed herein as examples) where put together by German Original Equipment Manufacturers (OEMs), but have nowadays several variations for almost all car manufacturers around the globe. An OEM is a company that produces parts and equipment that may be marketed by another manufacturer.
International Production Strategies of Japanese Automakers
Published in Yasuhiro Monden, Bruce Talbot, The Toyota Management System, 2019
Original Equipment Manufacturer (OEM) production is defined as the production and delivery of entire finished vehicles or major components such as engines to another automaker that has not participated in the product’s development or parts supply. The products are made completely by the supplier but are sold by the recipient under the latter’s brand name. Usually, OEM production occurs when an automaker wants to market a type of vehicle that it is unable or unprepared to produce on its own. Recently, the most noteworthy examples of this have been cases in which one of America’s Big Three automakers makes a deal with a Japanese, South Korean, or Taiwanese automaker to provide mass-market and subcompact models under an OEM arrangement. For instance, in the field of subcompact cars, GM has OEM deals with Japan’s Isuzu and Suzuki and South Korea’s Daewoo, Ford receives OEM cars from Japan’s Mazda, South Korea’s Kia, and Taiwan’s Ford Ryuhua, and Chrysler has an OEM deal with Japan’s Mitsubishi.
Dynamic inventory replenishment strategy for aerospace manufacturing supply chain: combining reinforcement learning and multi-agent simulation
Published in International Journal of Production Research, 2022
Hao Wang, Jiaqi Tao, Tao Peng, Alexandra Brintrup, Edward Elson Kosasih, Yuqian Lu, Renzhong Tang, Luoke Hu
The structure and dynamics of the aerospace supply chain (SC) significantly differ from many industries; for example, food or fashion (see Figure 1). The SC of the food industry has a linear material and information flow, with each participant taking on clearly-defined roles, such as material supply, manufacturing, distribution and/or retail. The aerospace SC is a more complex network where the functions and services provided by different participants are intertwined (Brintrup, Wang, and Tiwari 2017). With increased technology and product diversity, outsourcing has become the main source of labour specialisation and cost compression (Zhou, Zhu, and Wang 2020). Here, the Original Equipment Manufacturer (OEM) is the dominating factor responsible for part manufacturing, final-product assembly, and on-time delivery. The suppliers provide the remaining parts and raw materials. While the supply chain is typically configured to avoid both tardiness and reduce costs, the assembly process is often delayed by the late arrival of certain parts due to raw material shortage, limited resources, manufacturing defects and resultant repair/remanufacturing works. Participants in the SC might encounter understock, thereby causing a series of postponements that propagates along the SC and triggers the so-called ‘ripple effect’ (Dolgui, Ivanov, and Sokolov 2018).
Universal manufacturing: enablers, properties, and models
Published in International Journal of Production Research, 2022
The manufacturing equipment used by different companies is usually produced by a limited number of original equipment manufacturers (OEMs). A superset of manufacturing equipment across many companies would serve as a basis of universal manufacturing factories. A virtual factory would manufacture the products using the equipment produced by OEMs. Such a factory would exploit affinity among products, resources, processes, and services. A virtual factory would naturally offer more alternatives for product delivery, some of which could be more advantageous than the corresponding traditional company. The benefits derived from the virtual factory would be largely production related such as higher capacity utilisation, lower transportation costs, large production volumes, would offer benefits such as sustainability, resilience, and product personalisation.
Design of customised products and manufacturing networks: towards frugal innovation
Published in International Journal of Computer Integrated Manufacturing, 2018
The first tool of the developed framework is an augmented reality product customisation application. This application is published by the OEM, prior to entering a new market or when new products are to be introduced to an existing market, to capture the pulse of the targeted market. Utilising this tool, the OEM has a great advantage as the provided products are closer to customer needs; it permits the OEM to limit his manufactured product range solely to those asked mostly by the end users and also test customer opinion in newly introduced product designs. Additionally, through the developed mobile application, the customer becomes more intrigued to participate, as, through augmented reality, the result is highly realistic and close to the actual product. This information is crucial for expanding OEM’s network and provides products closer to customer needs in different regions.