1、Vehicle distribution analyst 的职位要求：We can give you great opportunities to improve your skills and develop new ones:Support finished vehicle outbound freight cost study from various locations into Asia Pacific and out of Asia PacificReview the cost study results with variance to Program Planning team
2、, Finance and senior managementWork with plant Material Planning and Ford soon brought much of the part production in-house in a vertical integration that seemed a better path for the era.Henry Ford was 40 years old when he founded the Ford Motor Company, which would go on to become one of the world
3、s largest and most profitable companies, as well as being one to survive the Great Depression. In 1908 Ford introduced the first engine with a removable cylinder head, in the Model T. In 1930, Ford introduced the Model A, the first car with safety glass in the windshield .Ford launched the first low
4、 priced V8 engine powered car in 1932.Ford offered the Lifeguard safety package from 1956, which included such innovations as a standard deep-dish steering wheel, optional front, and, for the first time in a car, rear seatbelts, and an optional padded dash. Ford introduced child-proof door locks int
5、o its products in 1957, and in the same year offered the first retractable hardtop on a mass-produced six-seater car. The Ford Mustang was introduced in 1964. In 1965 Ford introduced the seat belt reminder light.With the 1980s, Ford introduced several highly successful vehicles around the world. In
6、1990 and 1994 respectively, Ford also acquired Jaguar Cars and Aston Martin. During the late 1990s, Ford continued to sell large numbers of vehicles, in a booming American economy with a soaring stock market and low fuel prices.By 2005, both Ford and GMs corporate bonds had been downgraded to junk s
7、tatus, as a result of high U.S. health care costs for an aging workforce, soaring gasoline prices, eroding market share, and an over dependence on declining SUV sales. In the latter half of 2005, Chairman Bill Ford asked newly appointed Ford Americas Division President Mark Fields to develop a plan
8、to return the company to profitability. Fields previewed the Plan, named The Way Forward, at the December 7, 2005 board meeting of the company and it was unveiled to the public on January 23, 2006. “The Way Forward“ included resizing the company to match market realities, dropping some unprofitable
9、and inefficient models, consolidating production lines, closing 14 factories and cutting 30,000 jobs.Ford moved to introduce a range of new vehicles, including “Crossover SUVs“ built on unibody car platforms, rather than more body-on-frame chassis. In developing the hybrid electric powertrain techno
10、logies for the Ford Escape Hybrid SUV, Ford licensed similar Toyota hybrid technologies to avoid patent infringements. Ford announced that it will team up with electricity supply company Southern California Edison (SCE) to examine the future of plug-in hybrids in terms of how home and vehicle energy
11、 systems will work with the electrical grid. Under the multi-million-dollar, multi-year project, Ford will convert a demonstration fleet of Ford Escape Hybrids into plug-in hybrids, and SCE will evaluate how the vehicles might interact with the home and the utilitys electrical grid. Some of the vehi
12、cles will be evaluated “in typical customer settings“, according to Ford.Ford and the United Auto Workers, representing approximately 46,000 hourly workers in North America, agreed to a historic contract settlement in November 2007 giving the company a substantial break in terms of its ongoing retir
13、ee health care costs and other economic issues. The agreement included the establishment of a company-funded, independently run Voluntary Employee Beneficiary Association (VEBA) trust to shift the burden of retiree health care from the companys books, thereby improving its balance sheet. This arrang
14、ement took effect on January 1, 2010. The automaker reported the largest annual loss in company history in 2006 of $12.7 billion,and estimated that it would not return to profitability until 2009.However, Ford surprised Wall Street in the second quarter of 2007 by posting a $750 million profit. Desp
15、ite the gains, the company finished the year with a $2.7 billion loss, largely attributed to finance restructuring at Volvo.During November 2008, Ford, together with Chrysler and General Motors, sought government bridge loans at Congressional hearings in Washington, D.C. in the face of conditions ca
16、used by the 2008 financial crisis. The three companies presented action plans for the sustainability of the industry. Ford opted not to seek government loans. GM and Chrysler received government loans and financing through T.A.R.P. legislation funding provisions.On December 19, the cost of credit de
17、fault swaps to insure the debt of Ford was 68 percent the sum insured for five years in addition to annual payments of 5 percent. Through April 2009, Fords strategy of debt for equity exchanges, erased $9.9 billion in liabilities (28% of its total), in order to leverage its cash position. These actions yielded Ford a $2.7 billion profit in fiscal year 2009, the companys first full-year profit in four years.In 2012, Fords corporate bonds were upgraded from junk to investment grade again, citing sustainable, lasting improvements.
