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Authors: Glen W.S. Dowell (Cornell University); David Boyle (Cornell University)
Originally published in: 2020
Version: 28-Feb-2020
Revision date: 16-Apr-2020

Abstract

The BMW Electric Vehicle Supply Chain case illustrates the complexity of competing in a market that is growing rapidly and in which a company can be exposed to new risks as it engages with new suppliers in potentially troubling institutional environments. Students are asked to consider what risks BMW faces as it expands its electric vehicle lineup, how best to mitigate those risks, and how to deal with potential backlash from stakeholders due to human rights violations that appear to be endemic to a key input for electric vehicles.

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Time period

The events covered by this case took place in 2018.

Geographical setting

Region:
World/global

Featured company

BMW
Employees:
10000+
Turnover:
EUR 97 billion
Type:
Public company
Industry:
Automotive - electric vehicle industry

About

Abstract

The BMW Electric Vehicle Supply Chain case illustrates the complexity of competing in a market that is growing rapidly and in which a company can be exposed to new risks as it engages with new suppliers in potentially troubling institutional environments. Students are asked to consider what risks BMW faces as it expands its electric vehicle lineup, how best to mitigate those risks, and how to deal with potential backlash from stakeholders due to human rights violations that appear to be endemic to a key input for electric vehicles.

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 2018.

Geographical setting

Region:
World/global

Featured company

BMW
Employees:
10000+
Turnover:
EUR 97 billion
Type:
Public company
Industry:
Automotive - electric vehicle industry

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