Ford Motor Company

Company profile
Ford Motor – Company profile

Summary
• SWOT Analysis
• Company Snapshot
• Industry
• Strategy
• Financial Performance
• IT Needs
• Details

Ford Motor Company Profile, Mar 2009 2

Ford Motor – SWOT Analysis
Strengths
• Liquidity advantage. In terms of liquidity, Ford is
the best positioned among the Detroit Big Three;
• No federal aid. The only Big Three company that
doesn’t seek government aid;
• Hybrid technology. Ford holds his own hybrid
patent technology.
Opportunities
• High interest in innovation. Focus on
development of new innovative features;
• Fuel efficient technology. Concentrate R&D
activity on fuel-efficient and electric cars;
• Increase portfolio diversity. Extend small and
medium lineup to better fulfill consumer demands.
Ford Motor Company Profile, Mar 2009
Weaknesses
• Poor financial results. Registered a loss of $14.6bn
y.o.y., the worst annual result in 105 years;
• High volatility of raw materials – increased costs
of innovations.
Threats
• Data loss. Low protection against data loss;
• Increase level of layoffs or decreasing trend of
employees wages may cause a sharper decline of
consumer spending.
3
 Company snapshot
Address:
Address Revenue in FY08

One American Road, WW Revenue $146.277bn (-15.2% y-o-y)

Dearborn, MI, 48126 100%
Revenue by business unit

Revenue by geographic area

13% 11.7%
USA
80%
Phone: 313-322-3000
39% Automotive
Fax: 313-845-6073 60%
Financial services 88.3%
40%
Ownership
49% Revenue by geographic area (detailed)
20%
9% 5.7% Wellington Mgmt Co.
4.9% Dodge & Cox Inc. 0% 13% US Canada
Brandes Investment partners LP 41% Mexic UK
Others North America 19%
Germany Sweden
Europe 6%
80% The other shareholders own below 4% of 5%
11% Other All other
ordinary shares All Other
Data as of Sept 2008

Activity overview Employees in FY08

WW Employees (approx.) 213,000 (-13.4% y-o-y)

o Incorporated in DE in 1919;
o Producer of cars and trucks;
o The group operates in two segments: Key managers
automotive and financial services (financing
o Alan R. Mulally, 64 y.o. – CEO since Sept 2006
vehicles);
o The automotive segment sells vehicles under o Lewis W. K. Booth, 61 y.o. – CFO since Nov 2008
the following brands: Ford, Lincoln, Mercury o Nicholas J. Smither, 47 y.o. – CIO since Apr 2008
and Volvo. Click for details
Click for details

Ford Motor Company Profile, Mar 2009 4

 Please note that this is a sample profile and that the
final product is fully customizable. Additional
information on the industry status can be included on
specific regions, countries or a snapshot of the global
market. Also specific areas of IT can be pursued in
more detail.

Industry

5
Industry – Main trends
Click on picture for more details

Main challenges US retailers’ initiatives for next period

Corporate actions:
• High level of M&A and alliances is expected over • Focus on growing in emerging markets.
the coming five years.

• Use of new, cost-efficient materials;

Cost pressures:
• Design flexible manufacturing concepts;
• Increased cost of innovations;
• Lower R&D costs by launching R&D offshoring
• Stricter laws (emissions, fuel, safety);
initiatives;
• Volatility in raw material prices;
• Decrease employees wages  although it could
• Financial instability due to credit crisis  lower
negatively affect auto sales;
consumer confidence  demand growth slows.
• Reduce budgets.

• Implement new wireless technology;

• Key product innovation  companies will invest more
Differentiation areas:
R&D in fuel technology;
• Technology and innovation – key industry trends.
• Increase production of environment-friendly cars;
• Intensify innovation (in manufacturing processes and
materials technology).

Legend: Strategic priorities for Ford Motor

Ford Motor Company Profile, Mar 2009 6

Industry – IT Trends
IT trends for the US automotive industry
Opportunities
• US automakers outsource the IT work onshore or offshore, to
areas of the world with lower labor costs or tax savings;  look
for more flexible outsourcing models;
• Companies seek to improve PLM capabilities; Details
• Automakers tend to create web presence through social media
and online communities;
• Focus on innovation and high technology features;
• Implement RFID throughout the entire product lifecycle
including showrooms; Source
• Companies tend to implement SOA systems.
• Build Shared Services departments;
• Companies are looking to increase IT costs transparency;
• Analytical CRM – integration of after sale, support, sales force
and marketing;
• MES/ERP – optimization of resource consumption on the shop
floor and vertical integration with engineering applications.
Ford Motor Company Profile, Mar 2009
Click for more details
Threats
• Reduced IT budgets  companies will be
looking to optimize the sourcing mix and
consolidate IT vendors;
• Low level of security – frequent data loss
incidents;
• Reduce application complexity  replace
legacy applications with off the shelf or SaaS;
• Server consolidation, both physical and virtual;
• Less focus on full time business continuity,
with a careful analysis of applications to
determine the ones which are suitable for this
type of service;
• Postponing of application migration (Vista,
SAP);
• Customers will demand more flexible contracts
from vendors.
7
 Please note that this is a sample profile and that the
final product is fully customizable. Research can be
focused on the company’s strategy in a specific region,
country or the developments for a specific business
unit.

Strategy

8
Strategy – Overview (1/2)
Click on picture for more details

Supply chain

Engineering • Cut-costs through computer-aided design and engineering; Source

• Improve vehicle quality – introducing smaller and fuel-efficient vehicles;
• Increase innovation by introducing features such as real-time traffic reports and turn-by-turn
directions  new safety features:
• MyKey – enables programming the limit of speed and audio volume (2010);
• Collision Warning with Brake Support - new advanced collision-avoidance technology
(2009);
• Accelerate development of new products:
• “One Ford” product development vision – small and medium sized Ford vehicles to compete
in global segments: North America, Europe and Asia by 2013;
• Q409 started the production of 2010 Ford Fusion, Mercury Milan, Lincoln MKZ sedans;
Fusion and Milan – hybrid;
• The launch of 2010 Ford Taurus and Volvo XC60 (spring 2009) expected to be a great success;
• Build safety leadership.
Procurement • Reduce number of suppliers from 1,600 today, to 750.
Manufacturing • Maintain low level of backlog orders;
• Change model mix:
• Convert 3 US assembly plants from production of SUVs to small car production 
approximately 50% of future capacities will be producing small medium sized vehicles;
• Approx. all assembly plants will have flexible body shops (2012)  enable quick response to
changing consumer needs.

Ford Motor Company Profile, Mar 2009 9

Strategy – Overview (2/2)

Supply
Supply chain
chain

Sales • Downsize metropolitan dealers;

Customer Service • Warranty repair costs decline – quality continues to improve. Source

Company-wide strategic initiatives

Finance strategic plan and improve balance sheet
• Reduce 10% of salaried personnel costs from North America;
• Eliminate 2009 bonuses;
• Reduce annual capital spending to $5bn-$5.5bn mainly due to reduced launch and advertising costs and increased labor
efficiency;
• Reduce inventories globally;
• Continue developing sources for Automotive funding.
Leverage global assets
• Implement a global discipline business plan process in order to have a continuous and clear view over company’s activity:
strategy, risk & opportunities, financial results  every employee implication and contribution is expected.

2009
• Mar 09 – Ford wants to increase its online presence with social media websites; Source
Main
– The Big Three close to wage parity  as a result of the renegotiated UAW contracts.
News Source

Ford Motor Company Profile, Mar 2009 10

 Please note that this is a sample profile and that the
final product is fully customizable. Additional ratios,
financial indicators and peer comparison can be
included.

Financial Performance

11
 Financial Performance – Overview (1/2)
Click on picture for more details

Sales growth (FY08/FY07) and Net profit margin (FY08)

Fiscal Year: Dec 07 – Dec 08 Click for ratings
10%
Key figures and key ratios 5%

Industry average -7.2%

0%

Sales growth
Indicator FY08 FY07 Y-o-y -5% Chrysler
-10% GM Ford
Net sales ($m) 146,277 172,455 -15.2% -15%
Source: Company data ; Reuters

Source: Company data; Reuters

-20%
Net income ($m) -14,672 -2,723 -438.8%
-25%
Profit margin -10% -1.6% -8.4pp -30%
-25% -20% -15% -10% -5% 0% 5%
ROA -6.7% -1% -5.7pp Net profit margin
Industry average 1.8%
Debt 154,196 168,787 -8.6%

Asset turnover 0.7% 0.6% -0.1pp ROA comparison (FY08)

5% 1.4%
1.3%
0%
Indicator Q408 Q407 q-o-q
-5% -6.7% ROA
Net sales ($m) 29,192 44,116 -33.87%
-10%
Net income ($m) -5,976 -2,811 -112.6% -15%

Profit margin -20.5% -6.4% -14.1pp -20%

-26.0% Industry
-25% average
-30% (ROA)
The annual revenues were affected by the weak economic
ford gm chrysler
growth registered in 2008; consumer and business
spending has decreased sharply in the forth quarter.

Ford Motor Company Profile, Mar 2009 12

 Financial Performance – By Business Unit (2/2)

Key figures and key ratios

Indicator FY08 FY07 y-o-y FY08 FY07 y-o-y

Financial Services
Automotive
Net sales ($m) 129,166 154,379 -16.3% 17,111 18,076 -5.3%

EBIT ($m) -11,823 -4,970 -137,9% -2,581 -1,224 -110,9%

Profit margin -9.2% -3.2% -6pp -15.1% -6.8% -8.3pp

ROA -16% -4.2% -11.8pp -1.7% -0.7% -1pp

Both sectors registered low performances and are expected to continue this trend for the first half of FY09

Indicator Q408 Q407 q-o-q Q408 Q407 q-o-q

Auto

Fin
Net sales ($m) 25,259 39,373 -35.8% 3,933 4,743 -17.1%

EBIT($m) -4,766 -4,741 0.5% -384 269 -242.8%

Source: Company data

Global crisis and industry seasonality made the last quarter results the lowest of the year.

Click on picture for more details

Ford Motor Company Profile, Mar 2009 13

 Please note that this is a sample profile and that the
final product is fully customizable. More in depth
research can be performed on specific areas of IT.

IT Needs

14
 Automotive IT Landscape (1/2)
Click on picture for more details

Engineering Procurement Manufacturing Sales Customer Service

• Chose Siemens PLM • Covisint provides • It is equipped with • Reynolds and • Long term contract
Software to provide Ford Supplier Portal; computing prototypes Reynolds for its Sales with Data Mining
PLM solutions; (CT), radiography and point solution; Group;
• Uses UGS’s digital rapid prototype • SAS platform supports • Wireless Ronin
lifecycle management capabilities; CRM; Technologies for the
solution; • Uses RFID • VIMS from WhereNet Ford SYNC
• Selects Quantum3D to technology; Corp.; technology;
upgrade its VIRtual • Accelerates products • Tellme provide voice
Test Track development with technology;
EXperiment BDTC ; • Ford Customer
(VIRTTEX) Driving • CNC machine tools Service Division;
Simulator; provided by Spinner; • New GPS navigation
• Agreement with software from
MSC.Software; TeleNav.
• The industry first
Paint and Body
Technology Center;
• Ford Work Solutions
innovative website of
productivity solutions;

• Chose SynQuest e-business software to minimize order-to-delivery time and improve supply chain performances;
• Implemented a Wireless Real-Time Locating System (RTLS) provided by WhereNet Corp..

Ford Motor Company Profile, Mar 2009 15

 Automotive IT Landscape (2/2)
Horizontal functions

Finance HR Marketing IT Dealer back office

• Chooses PeopleSoft • N/A • Mobile video ad • Renews contract with • Uses Dell Power Edge
Enterprise Financial campaign offered by TechTeam to provide servers;
Management Transpera; support services for IT • Desktops from Dell;
Solutions to • Informative mobile infrastructure; • Uses Lexmark
standardize and site of Ford Flex • Chose Polk printers.
streamline global powered by Quattro Roadtodata to provide
financial business Wireless – for real-time market data
process; Smartphones users; and intelligence to all
• Online advertising brands within Ford;
initiatives of 2007- • Storage virtualization
2008 Lincoln Mercury (over 2Pb of data)
powered by Specific using IBM;
Media; • Its Terradata
warehouse contains
approximately 1.6
Terrabytes of data on
more than 33 million
customers.

Automotive IT Plans
Engineering Procurement Manufacturing Sales Customer Service
• Apply GPDS • N/A • N/A • N/A • N/A
Engagement Process
to 2011 Engine
programs.

Ford Motor Company Profile, Mar 2009 16

Details

17
Key managers (1/2) Back

See more managers on next slide

Alan R. Mulally, 64 y.o. – President and CEO since Sept 2006

Education: University of KS – bachelor and master of science degree in aeronautical and astronautical
engineering; MA Institute of Technology – master in management (1982);
Work experience: Prior to joining Ford, he was executive VP of Boeing Company and President
and CEO of Boeing Commercial Airplanes. Joined Boeing in 1969. Former President of the
American Institute of Aeronautics and Astronautics (AIAA).
Other: Member of the US National Academy of Engineering, fellow of England’s Royal Academy of
Click on picture Engineering.
for more details

Lewis W. K. Booth, 61 y.o. – EVP and CFO since Nov 2008

Education: Liverpool University – bachelor or engineering with honors in mechanical engineering;

Work experience: Started his career at British Leyland. Joined Ford in 1978 as financial analyst in
Product Development (Europe). As CFO, he is responsible for the company’s financial operations,
including the Controller’s Office, Treasury and Investor Relations. Prior to this, he was EVP for Ford,
responsible for Ford Europe, Volvo Car Corp. and Ford Export Operations & Global Growth Initiatives.
Other: Born in Liverpool; the sun of a Ford, Austin and Morris dealer.
Click on picture
for more details
Nicholas J. Smither, 47 y.o. – VP and CIO since Apr 2008

Education: Loughborough University (UK) – master’s degree in Advanced Automotive Engineering;

Click here for
more details Work experience: Joined Ford in 1980 as an engineer in Product Development for Ford of Europe; in
1983 moved to IT as system analyst; in 1995 was relocated to US to lead the IT integration of South
American locations as part of Ford 2000.

Ford Motor Company Profile, Mar 2009 18

Key managers (2/2) Back

Vijay Sankaran – Director of Infrastructure Operations since Oct 2006

Education: Holds MBA from Duke University’s Fuqua School of Business (1999-2001) and BS in
computer science at Massachusetts Institute of Technology (1991-1995);
Work experience: Held several jobs at Ford including those in the areas of IT Security and Controls,
In-Vehicle Software and Vehicle Quality systems. Prior to joining Ford he was consultant at Ernest &
Young LLP and Headstrong.
Click on picture
for more details

Bill Ford Jr. –Executive Chairman

Ford Motor Company Profile, Mar 2009 19

Business units Back

Business units
Automotive sector:
• Is engaged in manufacturing and selling of cars and trucks throughout the world.
• The company’s vehicle brands are: Ford, Mercury, Lincoln, Volvo, Jaguar and Land Rover.
• Its US market share followed a decreasing trend in the last five years, in 2008 reaching the lowest
value of 14.2% .
Cars - Cars are classified by small, medium, large and premium segments;
- US market share increased 0.4 p.p. y-o-y to the value of 5% registered in 2008.
Trucks - Trucks are classified by compact pickup, bus/van, full-size pickup, SUV/CUV (sport or
crossover utility vehicles) and medium/heavy segments;
- US market share decreased 0.8 p.p. y-o-y to the value of 9.2% registered in 2008.
Financial Services sector:
• Provides retail and wholesale financing services to customers and dealers of Ford Motor products;;
- Ford Motor Credit Company is also know as captive finance company*;
• In US and Canada, it does business through automotive dealer financing branches;
• Its main automotive financing products are classified as follows:
- Retail financing;
- Wholesale financing;
- Other financing.
*A subsidiary whose purpose is to provide financing to customers buying the parent company's product; term usually used in the automotive industry.

Ford Motor Company Profile, Mar 2009 20

Industry – Overview (1/2) Back

See more on next slide Light Vehicle Sales Evolution

Automotive industry in US

Overview • The world’s largest auto market by annual sales;

• Represents a key component of the US economy;
• Many other industries have high dependence on this sector: petroleum, banks, insurance,
Negatively raw materials  the largest purchaser of iron, steel, plastic copper, aluminum, electronics;
affected by the • US industry sales volume decreased to 13.5 million of units (7.1m of cars and 6.4m of trucks)
global crisis in 2008, with a CAGR of -4.85% since 2004;
• Auto industry ran between 16-17 million units for almost 8 years  it is expected to drop in
2009 to no more than 14m units;
• Dramatic decline in US industry sales volume continues in 2009:
• Feb 2009 – all US automakers decreased more than 37%; Source
• Fitch expects sales to continue to fall sharply in 2009;
• Average vehicle age in US is going up every year  it approaches 9-10 years;
• Credit crisis  consumer spending decreases  consumers see fuel efficiency more
important than product quality;
• Profitability is volatile and unpredictable for the next period.

Ford Motor Company Profile, Mar 2009 21

Industry – Overview (2/2) Back

Automotive industry in US

Corporate actions • Highly competitive market, cyclical business  US Big Three automakers: General Motors,
Ford and Crysler;
Many companies • Despite increased consolidation of the automotive industry anticipated by analysts, M&A
expected to face activity decreased;
liquidations • Companies expect the rate of bankruptcies to rise (Chapter 7 bankruptcy);
• Tier 1 suppliers will see most bankruptcies;
• After receiving $17.4bn federal aid, GM and Crysler asked for $5bn more; Source
• Nearly 3m layoffs will take place in the first year if the auto industry collapses;
• Toyota requests $2bn loan from Japanese government;
• GM is expected to sell its Hummer brand;
• Crysler plans to sell the Dodge Viper model line.

Cost pressures • Volatility in raw materials – oil prices;

• Increased competition due to foreign manufacturers (competition is centered on price and
length of contract);
• According to NADA (National Automobile Dealers Associations) market share
continues to shift in favor of Japanese and Korean brands;
• Fitch estimates the trend will continue due to the financial strength of foreign
manufacturers;
• Low automotive industry liquidity;
• Tougher standards for fuel efficiency and stricter tailpipe emissions;
• By 2020 US will shift from oil tax to mileage-based usage fee; Source
• After years of investment in fuel-efficient vehicles, it will not represent a significant
competitive advantage anymore;
• Automakers will have to redesign their R&D investment.

Ford Motor Company Profile, Mar 2009 22

Industry – US Light vehicle Sales
Back

Ford Motor Company Profile, Mar 2009 23

Industry – IT Trends – PLM integration Back

Source: White Papers

Ford Motor Company Profile, Mar 2009 24

Strategy – General directions Back

General strategic direction

Restructuring plans
• Main objective – return to profitability in 2011:
• Eliminating bonuses for the second consecutive year;
• Suspend cash compensation for board members;
• The two CEOs announced they will voluntarily take 30% reduction in salary for 2009 and 2010; Source
• Reduce total debt by offering premiums to debt-holders who shift to convertible notes; Source
• Save up to $600m in interest expense;
• Reorganize three North American truck plants to produce small, fuel efficient vehicles – Relocate the production of B-
car and C-car platform vehicles in North American plants; Details
Reduce costs
• Use analytical tools to determine the vehicle’s configuration that best suites customers in different regions – cut back
slow-selling combinations – Vehicles equipped with “Rapid Spec” package;
• Fewer already build combinations – reduce manufacturing costs;
• Continue to produce and ship products within approx. 20 days after a firm order is placed – no backlog;
• Simplify order process;
Differentiation
• Deliver best-in-class with every new vehicle launched – uses EcoBoost engines;
• $14 bn investment in high-technology to improve fuel economy over the next 7 years;
• Launch hybrid vehicles until 2012: plug-in hybrids and battery electric vehicles – At least 4 new electric vehicles to be
launched in the next 4 years;
• Upgrade Ford, Lincoln and Mercury lineup by 2010 and increase safety features;
• Continue to expand the small and medium lineup so that consumer have more alternatives when buying a car;
• Increase entertainment connection features in car that cannot disturb the driver’s attention from the road;
• Continue to invest in “One Ford” product plan;
• Better analyze consumers needs. Details

Ford Motor Company Profile, Mar 2009 25

Strategy - General directions - Details Back

Launch of new models

• 2010 Ford Taurus

• America safest full-sized car

• 2010 Shelby GT500

• Mustang family

• 2010 Lincoln MKT

• Premium luxury vehicle

Relocation
Current plant Current activity Future activity Future plant
SUVs: specific
Global Kentucky
Michigan Track Plant Expedition and
C-car Truck Plant
Navigator

Ford Motor Company Profile, Mar 2009 26

Strategy – General directions - Details Back

According to a KPMG survey, fuel efficiency, quality and

affordability are the most important criteria that influence
consumers decisions when buying a new car.

Ford Motor Company Profile, Mar 2009 27

Financial Performance – Financial Status Back

Financial status

Revenues Details
• Results from all operations declined over previous year because of the economic recession. However, cost reductions
managed to partly offset these declines;
• In terms of both profit margin and growth sales, Ford is far below the industry average;
• Of all US Big Three, Chrysler has the highest results; its profit margin follows industry trends and its growth sales are
above industry average;
• Ford, Lincoln and Mercury gained market share for three month consecutively (Oct, Nov, Dec 08), reaching 14.2%.
Income
• Even if it registered a loss of $14.6bn, the worst annual result in 105 years, it considers itself the healthiest company of all
Detroit automakers  it is the only company that will finance its operations without federal aid;
• Ford managers said it will need the aid only if one of its two main competitors will go bankrupt;
• It currently has more cash on hand than its competitors, but this is the result of the late 2006 financing actions
- mortgage total assets, including the blue logo;
• It has about $15bn cash in hand.
ROA
• Ford’s ROA fell slightly below the industry average of 1.4% ;
• Chrysler has the highest ROA of all peers, very close to the industry average.
Debt
• The company has sufficient funds to finance business plan and product investments.

Ford Motor Company Profile, Mar 2009 28

Financial Performance – By Business Unit Back

Financial performance - BUs

Automotive sales decreased by 16.3% y-o-y;

• This sector’s revenues are generated mainly from sales of vehicles to dealers and distributors;
• A major part of vehicles produced are subject to firms orders;
• It also produces cars for use in own fleet and for daily car rental companies  registered as operating
leases;
• In 2008, total ongoing automotive operations sold approximately 5,407,000 vehicles at wholesale
throughout the world;
• Automotive sector sales declined mainly because of the US recession  an unfavorable outlook is
expected for the next period;
• Reduced costs with $1.4bn in Q408;
• Ended 2008 with $24bn available automotive liquidity.

Financial Services sales decreased by 5.3% y-o-y;

• Revenues are generated primarily from interest on finance receivable and from operating leases;
• It finances most of the vehicles sold to dealers and distributors;
• Ford’s financial sector was negatively affected by the current economic conditions and the credit
crisis;
• In US, Ford Credit continues to restructure operations and reduce personnel.

Ford Motor Company Profile, Mar 2009 29

Financial Performance – Revenues Back

US Industry vehicle sales vs. US Ford vehicle sales by segment

2004 2005 2006 2007 2008

US Ford US Ford US Ford US Ford US Ford

Cars 44.50% 28.60% 45.40% 31.50% 47.20% 36.70% 48.20% 31.50% 52.30% 35.10%
Trucks 55.50% 71.40% 54.60% 68.50% 52.8% 63.30% 51.80% 68.50% 47.70% 64.90%
Total 100%

• Prior to 2005, US industry truck sales followed an increasing trend, but in the last years it started to reverse.
• In 2008 Ford’s small car segment sales were larger then the previous year due to the strength of the redesigned Focus model;
• 2009 industry sales are expected to weaken because consumer and business spending has sharply decreased.

Ford US sales by segment

68.5% 63.3% 68.5% 64.9%

71.4%
Trucks
Cars

31.5% 36.7% 31.5% 35.1%

28.6%

2004 2005 2006 2007 2008

Ford Motor Company Profile, Mar 2009 30

Financial Performance – Rating Agencies Back

Fitch Moody’s S&P’s

Ford GM DAI Ford GM DAI Ford GM DAI

LT CCC C BBB+ Caa3 Ca A3 CC CC A-

ST NR* NR* F2 SGL-4** SGL-4** P-2 NR* NR* A-2

Rating
Outlook Negative Stable Negative Negative Negative Negative Negative Negative
Watch Off

*NR – not rated; **SGL-4 – Speculative Grade Liquidity Rating

Ford Motor Company Profile, Mar 2009 31

Industry – IT Trends Back

Automotive industry – areas

of investment

For the next period, auto industry

will invest more in development of
sales standards and product
implementation.

Source: Pierre Audoin Consultants

Global crisis impact in 2009

The industries that are most affected by the

global economic downturn are: automotive
and banking, especially investment banking.

Ford Motor Company Profile, Mar 2009 32

IT Needs – Recent Deals Back

IT deals

• 2009 Mar – Together with Beech Daly Technical Center (BDTC), it provides technology tools to accelerate product
development;
• 2009 Mar – Continues agreement with MSC. Software to provide standard simulation tools;
• 2009 Jan – Selected Tellme to provide voice technology to Ford’s new SYNC Traffic technology;
• 2009 Jan – Uses new GPS navigation software from TeleNav;
• 2008 Jul – Chose Quantum3D to build its virtual engineering and safety leadership: upgraded its VIRtual Test Track
EXperiment (VIRTTEX) Driving Simulator;
• 2008 Jul – CNC machine tools provided by Spinner;
• 2008 Jul – It is equipped with computing prototypes (CT), radiography and rapid prototype capabilities;
• 2008 Jan – Chose Wireless Ronin Technologies to implement Ford SYNC technology;
• 2007 Sept – Selected Polk Roadtodata to provide real-time market data and intelligence to all brands within Ford;
• 2007 – Implemented Vehicle Inventory Management System (VIMS) from WhereNet Corp.;
• 2006 Apr – Selected UGS Corp. to deploy in-vehicle software data  enables Ford to leverage its global innovation
network;
• 2006 May – FordDirect selected Reynolds and Reynolds to continue its Sales point solution;
• Chooses Siemens PLM Software to provide PLM solutions for in-vehicle software;
• Uses RFID technology;
• SAS platform supports CRM;
• The industry first Paint and Body Technology Center;
• Works with Data Mining Group for close to ten years  it has provided Ford with services in the areas of quality,
customer satisfaction and warranty analytics;
• Ford Work Solutions – innovative website of productivity solutions;
• Ford Work Solution from DeWalt uses RFID technology to track tools and equipment.

Ford Motor Company Profile, Mar 2009 33

Sources
• AR 2008
• http://en.wikipedia.org/wiki/Effects_of_the_2008-2009_automotive_industry_crisis_on_the_United_States
• http://www.autobloggreen.com/2009/02/09/ford-confirms-transit-connect-ev-with-smith-electric-for-2010/
• http://media.ford.com/images/10031/4Qfinancials.pdf
• http://www.automotiveit.com/

Ford Motor Company Profile, Mar 2009 34

 Contact:
Carmen.Patrascu @ visionwise.ro
Dragos.Enescu @ visionwise.ro