Cost-effectiveness analysis
| Measures | Cost implications | Effectiveness | Cases |
|---|---|---|---|
| Production cut downs | Cutting variable costs, but decreased sales | Short-term | Tesla, Ford, Sony, Apple |
| Prioritising production with higher margins | Increased revenues | Short-term | Hyundai |
| Partial production | Cutting variable costs, but decreased sales | Short-term | Ford |
| Engineering changes | Investment in re-engineering activities | Mid- to long-term | Tesla |
| Supplier negotiations | Increased component costs | Short-term | Sony, Apple |
| Stock pilling | Increased stocking- and shipping costs | Short-term | Tesla, Ford, Sony |
| Sales modernisation | Increased revenues | Mid-term | Ford |
| Investment in addition component supply | Remarkable investments into new production facilities | Long-term | Tesla, Hyundai, Sony, Apple |
| Measures | Cost implications | Effectiveness | Cases |
|---|---|---|---|
| Production cut downs | Cutting variable costs, but decreased sales | Short-term | Tesla, Ford, Sony, Apple |
| Prioritising production with higher margins | Increased revenues | Short-term | Hyundai |
| Partial production | Cutting variable costs, but decreased sales | Short-term | Ford |
| Engineering changes | Investment in re-engineering activities | Mid- to long-term | Tesla |
| Supplier negotiations | Increased component costs | Short-term | Sony, Apple |
| Stock pilling | Increased stocking- and shipping costs | Short-term | Tesla, Ford, Sony |
| Sales modernisation | Increased revenues | Mid-term | Ford |
| Investment in addition component supply | Remarkable investments into new production facilities | Long-term | Tesla, Hyundai, Sony, Apple |
Source(s): Table created by authors