Some of the turbine manufacturer: General Electric, Siemens, Mitsubishi, Hangzhou Steam turbine and boiler

EDG: Daihatsu, caterpillar

Engineers and designers in Dell work on creating specifications and designs for the new laptops, considering factors such as performance, size, weight, features, and user experience.

Dell have manufacturing facilities in different locations globally. Assembly involves putting together all the components in a precise manner according to the design specifications.

Concurrently, BMW strategically collaborates with Brembo, a globally acclaimed specialist in braking systems, to elevate the braking performance of its vehicles. While BMW's in-house manufacturing prowess extends to the design and production of engines, Brembo's expertise comes to the forefront in delivering precision-engineered braking components, exemplifying a strategic partnership that combines internal capabilities with external specialization to craft vehicles of exceptional quality and performance.

As an expertise in their own market and industry, they can then provide the best suggestions on new materials available. Perodua must maintain the flow of production materials within a reasonable and low cost to its manufacturing plant in order for the customers being able to buy Perodua cars at affordable price.

Tesla is also able to to substitute other chips for others in short supply. Since the software is designed in-house, this should not be a problem if chips are in short supply. They can redesign the software in such a way the chip can handle the task without any issue in moment notice.

Full Self Driving (FSD) is a feature in Tesla's car in which the car is able to drive by itself to the destination. Since Tesla design the software and technologies, this put Tesla way ahead of its FSD competitor. By doing this, they are able in securing the software by themselves, raise safety concern and stay way ahead from its competitor.

Opting to buy camera modules from an external supplier means the company relies on specialized manufacturers for this specific component. This choice could lead to cost savings due to the supplier’s economies of scale, as well as potential benefits from the supplier’s expertise in camera module production. However, the company might have less control over design variations and could be vulnerable to supply chain disruptions or quality issues from the supplier.

Samsung and its Tier 1 suppliers share a mutually dependent relationship, creating a balanced power dynamic. Although Samsung maintains control, the equal power dynamics arise from specific assets developed over their long-term partnership. This mutual dependence reduces transaction costs. Switching suppliers would be costly for Samsung due to the time invested in building these relationships. Samsung's need to sustain and improve them for the company's business model and long-term success.Tier 1 suppliers have to control Tier 2 operations. This power dynamic allows Tier 1 suppliers, including Samsung, to exploit their market influence, hindering improvements in operations. In the buyer-driven chain, the lead firm (Samsung) and Tier 1 suppliers have more power, while Tier 2 suppliers have less. Samsung benefits from this setup but deals with higher monitoring costs. To manage Tier 2 operations, Samsung relies on a strong relationship with Tier 1 suppliers.

Lego's make-or-buy decision is based on their desire to best satisfy their design and quality conformance. They have chosen to produce their products in Europe and the US in order to achieve this goal. By manufacturing their products in-house, Lego has greater control over the production process and can ensure that their products meet their high standards. This decision contributes to their success by allowing them to maintain the quality and consistency of their products, which is a key factor in their brand reputation and customer loyalty.

For instance, Ferrari might face this decision when it comes to their engines. Traditionally, Ferrari has been renowned for designing and manufacturing their own engines in-house. Their engines are a significant part of their brand identity, embodying the performance, sound, and engineering excellence associated with Ferrari.

However, as the automotive industry evolves, they might consider partnerships or collaborations for certain components or technologies. Although Ferrari's engines are a core element of their brand, they could still explore collaborations with other companies, especially in areas like hybrid or electric powertrains. This could involve partnering with specialized companies that excel in electric or hybrid technology to complement their expertise and possibly expedite the development of high-performance electric vehicles while maintaining the Ferrari brand essence.

The decision for Ferrari to make or buy certain components involves assessing their core competencies, technological advancements, market demands, and regulatory requirements. While they may retain the expertise and heritage of crafting their iconic engines in-house, they might selectively collaborate or source certain components externally to stay competitive in the evolving automotive landscape.

However, they strategically make certain components and products in-house. For instance, they have facilities dedicated to research and development, creating cutting-edge materials and technologies like Flyknit and Air Max. This vertical integration gives them control over critical aspects of their products and fuels their innovative spirit.

SAMSUNG "Make" Core technologies and Advanced Equipments. SAMSUNG prioritizes in-house production of critical components like semiconductors, OLED displays, and NAND flash memory. Samsung also makes a significant portion of its semiconductor fabrication equipment.

SAMSUNG "Buy" Non-Core Components for less critical parts and materials, Samsung outsources production to specialized suppliers and Labor-intensive Manufacturing for labor-intensive processes like assembling smartphones and other devices, Samsung utilizes contract manufacturers, primarily in countries with lower labor costs.

Throughout SAMSUNG's efficient strategic in-process manufacturing, SAMSUNG managed to maintain high-quality standards is paramount. Samsung chooses suppliers with proven track records and invests in quality control measures throughout the supply chain. Overall, Samsung's "make or buy" strategy is a dynamic and complex balancing act.

Samsung intends to diversify its suppliers and lessen its reliance on third-party semiconductor manufacturers such as Qualcomm. Samsung may have better control over its hardware components by employing Exynos CPUs.

While Apple designs its own display technologies, it sources the actual display components from external suppliers. Companies like Samsung and LG provide Apple with high-quality displays for products like the iPhone and iPad. Outsourcing display manufacturing allows Apple to benefit from the expertise of specialized suppliers and focus on other aspects of product development. Apple can focus on its core competencies, such as product design, software development, and user experience, by relying on external suppliers for displays. This allows Apple to allocate resources strategically and concentrate on areas where it has a competitive advantage.

Tesla is known for its investment in Gigafactories dedicated to battery production. The company manufactures its electric vehicle batteries, including the advanced battery cells. This vertical integration allows Tesla to have control over battery technology and production.

Tesla designs and manufactures its electric drivetrain components, such as electric motors and power electronics. This in-house approach enables the company to optimize the performance and efficiency of its vehicles.

Tesla has its own manufacturing facilities, often referred to as Gigafactories, where it produces electric vehicles from start to finish. This includes the stamping, welding, painting, and assembly of vehicle components.

Tesla develops its software, including the Autopilot feature, in-house. The company places a strong emphasis on software as a differentiator and continuously updates vehicle features through over-the-air software updates.

While Tesla vertically integrates many aspects of its production, it may still source certain components from external suppliers. The degree of vertical integration can vary across different parts of the manufacturing process.

The company has entered into global distribution agreements with several firms to expand its reach and capabilities. These include Ingram Micro Inc., Synnex, and Tech Data. These partnerships aim to leverage the sales strength and value creation of these IT channel partners to improve organizational collaboration and efficiency. Such relationships demonstrate Steelcase's commitment to integrating advanced technology solutions and facilitating a more collaborative and dynamic work environment.

Volkswagen bought the new Akrapovič exhaust system, a lightweight titanium-crafted symphony that serenades the streets while shedding 7kg off the ride. Customers can enjoy the freedom of precise control, boosted efficiency and an unmistakable robust sound. This is due to the good quality, customer choice and focused engineering products offered by Akrapovič Company.

Volkswagen makes the newest and fastest engine for the Golf R, the most powerful Golf ever produced. With a 2.0TSI engine packing 320 PS and 400 Nm of torque alongside a 7-speed DSG transmission, the new Golf R can reach a top speed of 250 km/h and accelerate from 0-100 km/h in only 4.8 seconds. They also offer the latest technology, good design and performance, safety and comfort for their latest Golf R. They have the capabilities and skills to control and upgrade the engines and tune them, as they are their engines and systems.