I will provide the WSJ article case study and the login to my online E-Book. If

I will provide the WSJ article case study and the login to my online E-Book. If completed correctly a 25% tip or more will be included.
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Please use the article on Rivian (Links to an external site.) (https://www.wsj.com/articles/ev-rivian-tesla-electric-trucks-11654292307 (Links to an external site.)) and Managing Business Process Flows, Chapter 5 and 6, to answer the following questions.
Summary: Rivian may be the Tesla of electric trucks, but the company has yet to master the nuts and bolts of manufacturing. Besides snarled global supply chains, one core issue has been efficiently managing the flow of thousands of auto parts from nearby warehouses to the assembly line in the right quantity at the right time. Only eight months after production started did Rivian’s plant ever run at full speed for an entire 10-hour work shift.
Learning Objectives: From Chapter 2 we learned that getting the right system in place for the operation, whether a hospital or a truck plant, is the key entry barrier in many industries given the sheer complexity of operations. “Overwhelmingly the problem with cars is production,” as Elon Musk once said. “It’s 99% of the difficulty.” In Rivian’s case, inexperience and the complexity of the multi-vehicle launch have further bogged down production, often idling employees for hours.
Elon Musk once said that 99% of the difficulty with cars is production. What does he mean by this? Why is auto manufacturing difficult and in what way is it difficult from the perspective of managing operational flows along the value stream?
What light does Musk’s statement shed on the predicament of Rivian? What is Rivian struggling with in terms of business process flow management? Which challenges are inherently hard for Rivian to master given supply chain disruptions outside the plant? How has Rivian compounded the challenges through its own choices?
A snarled global supply chain is one problem Rivian is dealing with. Yet even beyond getting supplies, what is specifically hard for Rivian to master even within its own walls that a study of Chapter 5 and 6 from MBPF would assist with?
In fact, the auto industry has been highly concentrated until very recently. What light does the WSJ article shed on why the auto industry is so concentrated? What specific flow problems can we see at work in the Rivian story? How should Rivian apply the levers from Chapter 5 and 6 of our text so as to specifically address the problems highlighted in the WSJ article?

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