GM Part Number/DUNS-Code Filter“ Within IMDS

Total Page:16

File Type:pdf, Size:1020Kb

GM Part Number/DUNS-Code Filter“ Within IMDS „GM Part Number/DUNS-Code Filter“ within IMDS Version 4, October 2012 Creator will send a MDB to a GM Division - GM Accounts in IMDS Company ID# General Motors- NA Vehicle Operations (includes GM 5751 Mexico) General Motors- GMNA Customer Care and Aftersales 31433 General Motors- NA Powertrain 5754 Adam Opel AG (includes Vauxhall) 104 GM Europe Powertrain 17441 GM do Brasil 20394 GM Korea Company 49482 GM Holden Ltd 1438 General Motors South Africa (Pty) 51693 Shanghai General Motors Co., Ltd 75773 Shanghai General Motor Powertrain Department 69064 General Motors India Pvt. Ltd 111859 Klaus Lang, October 2012 / 2 than a GM specific filter will get going in the background Part/Item No.: ¾ 8 digits Part No. (e.g. 91234567) Supplier Code: ¾ 9 digits DUNS-code, Further information visible Manufacturing DUNS-Code (e.g. 34-436-5783) • With that filter IMDS entries with correct Part-No. and DUNS-Code only can be send to GM. Klaus Lang, October 2012 / 3 Format description – Part Number (I) • Part Number Formats we are using within GM ¾ General part numbers ¾ max. 8 digits Part No.: >NNNNNNNN< (e.g. 91234567) ¾ Including one leading „0“ (e.g. 09123457) ¾ including front space „_“ (e.g. _9273123) ¾ 7 digits: >NNNNNNN< (e.g. 1234567) ¾ 6 digits: >NNNNNN< (e.g. 123456) N-numerical; A-alphabetical; v-variable (N or A) Klaus Lang, October 2012 / 4 Format description – Part Number • Part Number Formats we are using within GM ¾ Special part numbers ¾Opel Special Vehicles: 5 digits >NNNNNOSV< 15 digits >00NNNNNNNOSVvvv< (e.g. 009268806OSVXYZ) 16 digits >00NNNNNNNOSVvvvv< (e.g. 009268543OSVF64D) >00NNNNNNNNOSVvvv< (e.g. 0012787793OSV10U) 17 digits >00NNNNNNNNOSVvvvv< (e.g. 0012787793OSVF64D) ¾ Bertone: >NNNNNANN< (e.g. 10013Z06) >NNNNNNA< (e.g. 554035G) ¾ Heuliez: >C1NNNNNNNN< (e.g. C101872090) ¾ GM DAT 8 digits >AANNNNNA< (e.g. HD00025A) >AA-NNNNN< (e.g. SK-30242) >ANNNNANN< (e.g. T2503A02) 10 digits >NNNNNNNNNN< (e.g. 1234567890) >ANNNNNNNNN< (e.g. D063227003) 11 digits >NNNNN-NNNNN< (e.g. 09404-06406) >NNNNN-NNANN< (e.g. 24452-60B00) 12 digits >NNNNNNNN-NAA< (e.g. 96563453-4AT) N-numerical; A-alphabetical; v-variable (N or A) Klaus Lang, October 2012 / 5 Format description – Part Number • Part Number Formats we are using within GM ¾ Special part numbers ¾ GM SA 9 digits >NNNNNNNNN< (e.g. 123456789) 10 digits >NNNNNNNNNN< (e.g. 1234567890) Klaus Lang, October 2012 / 6 Format description – DUNS-Code • DUNS-Code Format: 9 digits, numerical, with two hyphen • >xx-xxx-xxxx< • Including several leading „0“ (e.g. 12-345-6789, 00-012-3456) Klaus Lang, October 2012 / 7 MDS Type • The filter is valid for MDS Type •Parts •Semi finished parts - Raw materials, Sheet metal materials - (e.g. _9247000 to _9252999) •Materials - Process Materials ¾Opel: e.g. _9273xxx, _9274xxx, _9253xxx ¾NA: e.g. _998xxxx Klaus Lang, October 2012 / 8 Revision Originating Organization / Revision Date Description / Reason Committee 1 June 06 Was Version 1, September 2004 GME Addition of GM DAT specific part number format 2 June 10 Was Version 2, June 2006 GME Addition of GM SA specific part number format 3 October 12 Updated GM IMDS Organization ID table Klaus Lang, October 2012 / 9.
Recommended publications
  • SAIC MOTOR CORPORATION LIMITED Annual Report 2016
    SAIC MOTOR ANNUAL REPORT 2016 Company Code:600104 Abbreviation of Company: SAIC SAIC MOTOR CORPORATION LIMITED Annual Report 2016 Important Note 1. Board of directors (the "Board"), board of supervisors, directors, supervisors and senior management of the Company certify that this report does not contain any false or misleading statements or material omissions and are jointly and severally liable for the authenticity, accuracy and integrity of the content. 2. All directors attended Board meetings. 3. Deloitte Touche Tohmatsu Certified Public Accountants LLP issued standard unqualified audit report for the Company. 4. Mr. Chen Hong, Chairman of the Board, Mr. Wei Yong, the chief financial officer, and Ms. Gu Xiao Qiong. Head of Accounting Department, certify the authenticity, accuracy and integrity of the financial statements contained in the annual report of the current year. 5. Plan of profit distribution or capital reserve capitalization approved by the Board The Company plans to distribute cash dividends of RMB 16.50 (inclusive of tax) per 10 shares, amounting to RMB 19,277,711,252.25 in total based on total shares of 11,683,461,365. The Company has no plan of capitalization of capital reserve this year. The cash dividend distribution for the recent three years accumulates to RMB48,605,718,485.39 in total (including the year of 2016). 6. Risk statement of forward-looking description √Applicable □N/A The forward-looking description on future plan and development strategy in this report does not constitute substantive commitment to investors. Please note the investment risk. 7. Does the situation exist where the controlling shareholders and their related parties occupy the funds of the Company for non-operational use? No.
    [Show full text]
  • A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู History Going Back to 1908
    Journal of International Studies, Prince of Songkla University Vol. 6 No. 2:July - December 2016 National Culture and the Challenges in วัฒนธรรมประจำชาติและความทาทายในการจัดการ Relevant Background ownership of another organization. Coyle (2000:2) describes mergers achievements and the many failures remain vague (Stahl, et al, palan & Spreitzer (1997) argue that Strategic change represents a strategy concerns on cost reduction and/or revenue generation posture is collaboration. The negotiation process began in 1972 Figure3 GM-Daewoo Integration Process กลยุทธการเปลี่ยนแปลง General Motors Company (GM) is a world leading car manufacturer as the coming together of two companies of roughly equal size, 2005). The top post deal challenges of M&A are illustrated in the radical organizational change that is consciously initiated by top whereas revolutionary strategy tends to focus both rapid change between Rick Wagoner, CEO of GM and Kim Woo-Choong, CEO of (Ferrell, 2011) Managing Strategic Changes: which is based in Detroit, United States of America, with its long pooling their recourses into a single business. Johnson et al. further figure 1 which data were collected from the survey in 2009 by managers, creating a shift in key activities or structures that goes and organizational culture change. GM and Daewoo was an explicit Daewoo Group. They successfully agreed into a joint venture of A Case Study of General Motors and Daewoo กรณีศึกษาของเจนเนอรัลมอเตอรและแดวู history going back to 1908. It was founded by William C. Durant. argue the motives for M&A typically involve the managers of one KPMG. Apparently complex integration of two businesses is the beyond incremental changes to preexisting processes. Most example (Froese, 2010).
    [Show full text]
  • GM India Co-Sponsors Hindu Metro Plus Lifestyle Show 2007
    The National Institute of Design & Partners for Advancement of Collaborative Engineering Education (PACE) enter educational collaboration GM India – NID tie-up for advancement of collaborative design education Ahmedabad: As an endeavor to promote the development of creative design and foster automotive industry talent in India, the National Institute of Design & Partners for the Advancement of Collaborative Engineering Education (PACE) have entered into a formal relationship today in Ahmedabad, India. This collaborative design effort will provide students with practical experience today and prepare them to meet the needs of the automotive industry tomorrow. PACE, a corporate alliance between General Motors; Autodesk; EDS, an HP company; Hewlett-Packard; Siemens PLM Software and Sun Microsystems has worked together since 1999 to support key academic institutions worldwide with computer-based design and engineering tools to prepare creative designers, engineers, and analysts with the skills to be more competitive in the future. Commenting on the occasion, Mr. P. Balendran, Vice-President, GM India, said, “We are proud to be associated with National Institute of Design (NID) to enable students to gain technological expertise and provide them with a competitive career advantage. In today’s world, especially in the automotive industry, employees are required to have a firm grasp on computer-based design and engineering tools that are critical to collaboration world-wide.” “Bringing PACE to NID is an extension of GM’s commitment to India’s automotive industry and the development of its next generation of industry professionals,” said Ken Parkinson, Vice President Design, General Motors Asia Pacific. “By working with one of India’s leading Design institutions, we will provide students with practical experience today that will prepare them for industry tomorrow.” The National Institute of Design is the 2nd institution in India to join the PACE program.
    [Show full text]
  • Service Bulletin INFORMATION
    Bulletin No.: 19-NA-219 Service Bulletin Date: March, 2020 INFORMATION Subject: Diagnostic Tip for Misfire, Chirp, Squeak, Squeal or Tick Noise, Malfunction Indicator Lamp (MIL) Illuminated - DTC P0300, P0301, P0302, P0303, P0304, P0305, P0306, P0307 and/or P0308 Set This bulletin replaces PIP4138R. Please discard PIP4138R. Model Year: VIN: Brand: Model: Engine: Transmission: from to from to Buick Cadillac Chevrolet GM Passenger V6/V8 Pushrod GMC 2002 2018 All All All Cars and Engines HUMMER Trucks Pontiac Saab North America, Europe, Russia, Middle East, Iraq, Israel, Palestine, Argentina, Chile, Involved Region or Country Colombia, Ecuador, Peru, Venezuela, Japan, Cadillac Korea, GM Korea, China, Taiwan, Thailand, Singapore, Philippines, Africa Some customers may comment on one or more of the following conditions: " Misfire " Chirp " Squeak " Squeal " Tick " MIL illuminated Some technicians may find one or more of the following DTCs set in the Engine Control Module (ECM): Condition " P0300: Engine Misfire Detected " P0301: Cylinder 1 Misfire Detected " P0302: Cylinder 2 Misfire Detected " P0303: Cylinder 3 Misfire Detected " P0304: Cylinder 4 Misfire Detected " P0305: Cylinder 5 Misfire Detected " P0306: Cylinder 6 Misfire Detected " P0307: Cylinder 7 Misfire Detected " P0308: Cylinder 8 Misfire Detected Copyright 2020 General Motors LLC. All Rights Reserved. Page 2 March, 2020 Bulletin No.: 19-NA-219 Noises described coming from the engine may occur consistently or it may occur intermittently: – If a noise is verified, it will not be eliminated by canceling fuel injectors and the noise will occur at camshaft speed (half of crankshaft speed). The noise may be described as a chirp, squeak, squeal or tick noise and may increase Information – off of idle.
    [Show full text]
  • CDP Climate Change 2020
    General Motors Company CDP Climate Change Questionnaire 2020 Thursday, August 27, 2020 Welcome to your CDP Climate Change Questionnaire 2020 C0. Introduction C0.1 (C0.1) Give a general description and introduction to your organization. General Motors Company ("GM") is a global company committed to delivering safer, better and more sustainable ways for people to get around. With global headquarters in Detroit, Michigan, GM employs 164,000 people in over 400 facilities across five continents. GM offers a comprehensive range of vehicles and services in more than 84 countries around the world. The largest national market for its products is China, followed by the U.S., Brazil, Canada and Mexico. Along with its strategic partners, GM produces cars and trucks, and sells and services these vehicles through the following brands: Chevrolet and Cadillac globally, and Baojun, Buick, GMC, Wuling, OnStar, and Cruise in certain regions or specific countries. GM also maintains equity stakes in major joint ventures including SAIC-GM, SAIC-GM-Wuling, in China, and GM Korea, as well as subsidiaries such as OnStar, a recognized industry leader in vehicle safety, security, and information services, and Cruise Automation, a leader in autonomous driving technology. More information is available at www.gm.com and media.gm.com . GM’s commitment to sustainability applies to every part of our business and creates value for customers. It underscores GM’s philosophy of “Customer-Driven Sustainability” – an approach for meeting customers’ needs through sustainability by making the mobile experience safer, more efficient, and better integrated with everyday life. As part of that commitment and philosophy, GM continually assesses and takes steps to reduce the environmental impact of its products and operations.
    [Show full text]
  • New GM Recalls 2.1 Million Vehicles with Defective Ignition Switches
    Case 1:14-md-02543-JMF Document 345 Filed 10/14/14 Page 1 of 712 UNITED STATES DISTRICT COURT SOUTHERN DISTRICT OF NEW YORK -------------------------------------------------x IN RE: 14-MD-2543 (JMF) GENERAL MOTORS LLC IGNITION CONSOLIDATED COMPLAINT SWITCH LITIGATION CONCERNING ALL GM-BRANDED VEHICLES THAT WERE ACQUIRED This Document Relates to All Actions JULY 11, 2009 OR LATER -------------------------------------------------x 010440-11 725144 V1 Case 1:14-md-02543-JMF Document 345 Filed 10/14/14 Page 2 of 712 TABLE OF CONTENTS Page I. INTRODUCTION .....................................................................................................................1 II. JURISDICTION AND VENUE ................................................................................................8 III. PARTIES ...................................................................................................................................8 A. Plaintiffs .........................................................................................................................8 1. Melissa Cave—Alabama ...................................................................................9 2. Valeria Glenn—Alabama ...................................................................................9 3. Barbara Hill—Arizona .......................................................................................9 4. Courtney Williams—Arkansas ........................................................................10 5. Nettleton Auto Sales, Inc.—Nationwide
    [Show full text]
  • The US Motor Vehicle Industry
    The U.S. Motor Vehicle Industry: Confronting a New Dynamic in the Global Economy Bill Canis Specialist in Industrial Organization and Business Brent D. Yacobucci Specialist in Energy and Environmental Policy March 26, 2010 Congressional Research Service 7-5700 www.crs.gov R41154 CRS Report for Congress Prepared for Members and Committees of Congress The U.S. Motor Vehicle Industry: Confronting a New Dynamic in the Global Economy Summary This report provides an in-depth analysis of the 2009 crisis in the U.S. auto industry and its prospects for regaining domestic and global competitiveness. It also analyzes business and policy issues arising from the unprecedented restructurings that occurred within the industry. The starting point for this analysis is June-July 2009, with General Motors Company (GM or new GM) and Chrysler Group LLC (or new Chrysler) incorporated as new companies, having selectively acquired many, but not all, assets from their predecessor companies. The year 2009 was marked by recession and a crisis in global credit markets; the bankruptcy of General Motors Corporation and Chrysler LLC; the incorporation of successor companies under the auspices of the U.S. Treasury; hundreds of parts supplier bankruptcies; plant closings and worker buyouts; the cash-for-clunkers program; and increasing production and sales at year’s end. This report also examines the relative successes of the Ford Motor Company and the increasing presence of foreign-owned original equipment manufacturers (OEMs), foreign-owned parts manufacturers, competition from imported vehicles, and a serious buildup of global overcapacity that potentially threatens the recovery of the major U.S.
    [Show full text]
  • The Story of a Global Brand A. Louis Chevrolet and the Legend Of
    Chevrolet – the Story of a Global Brand A. Louis Chevrolet and the Legend of Beaune Like many inventors and pioneers, Louis Chevrolet (1878-1941), the racing driver and automobile designer, represents a challenge for any historian or biographer. Myths and legends surround him and his life. Numerous anecdotes have been told about his career. Today, it has become very difficult to differentiate between fact and fiction. Chevrolet's childhood and youth are well documented. In 1878, he was born on Christmas day in the town of La Chaux-de- Fonds in the French-speaking part of Switzerland. He spent his early childhood nearby in the sleepy little village of Bonfol. Even today, Bonfol remains a small town where the only reminder of its famous son is a memorial plaque on Place Louis Chevrolet. When Louis was nine years old, his family moved to Beaune in Baby Louis Chevrolet France. There, Louis' father owned a watch store, but the venture was not successful. As a result, Louis started working at the age of eleven to support his family. He found employment in the Robin bicycle workshop, where he learned the fundamentals of mechanics. He repaired coaches and bicycles, until one day he was sent to the "Hôtel de la Poste" to repair a steam-driven tricycle belonging to an American. This must have been the moment when Chevrolet fell in love twice. He fell in love with automobiles, and also with the idea of emigrating to America. The American, whose tricycle Chevrolet had skillfully repaired was none other than the multimillionaire Vanderbilt.
    [Show full text]
  • 18.01.2017 Notice Filed Under Sub-Section (2) of Se
    Fair Competition For Greater Good COMPETITION COMMISSION OF INDIA (Combination Registration No. C-2016/12/468) 18.01.2017 Notice filed under sub-section (2) of Section 6 of the Competition Act, 2002 given by General Motors (Hong Kong) Company Limited CORAM: Mr. S. L. Bunker Member Mr. Sudhir Mital Member Mr. Augustine Peter Member Mr. U. C. Nahta Member Mr. G. P. Mittal Member Legal Representative: Shardul Amarchand Mangaldas Order under sub-section (1) of Section 31 of the Act 1. On 26.12.2016, the Competition Commission of India (“Commission”) received a notice under sub-section (2) of Section 6 of the Competition Act, 2002 (“Act”) given by General Page 1 of 4 Fair Competition For Greater Good Motors (Hong Kong) Company Limited (“GMHK”/ “Acquirer”). The notice was filed pursuant to the execution of Share Sale Term Sheet Agreement (Binding Term Sheet), dated 01.12.2016, entered into between SAIC Motor Corporation Limited (“SAIC”) and General Motors International Operations Pte. Ltd. (“GMIO”). 2. GMHK proposes to acquire 9.2% shares of SAIC General Motors Investment Limited (“HKJV”/ “Target”) from SAIC Motor HK Investment Limited (“SAIC HK”/ “Seller”) (Hereinafter Acquirer, Seller and Target are collectively referred to as the “Parties”). At the same time, GMIO will acquire one share each of the two subsidiaries of HKJV, i.e., General Motors India Private Limited (“GMI”) and Chevrolet Sales India Private Limited (“CSIPL”) from SAIC HK (“Proposed Combination”). As a result, SAIC HK will exit from HKJV and its subsidiaries, GMI and CSIPL. 3. GMHK, belonging to General Motors group, is a wholly owned subsidiary of General Motors China, Inc.
    [Show full text]
  • Technological Change in the Indian Passenger Car Industry
    Energy Technology Innovation Policy A joint project of the Science, Technology and Public Policy Program and the Environment and Natural Resources Program Belfer Center for Science and International Affairs Technological Change in the Indian Passenger Car Industry AMBUJ D. SAGAR PANKAJ CHANDRA Discussion Paper 2004-05 June 2004 energytechnologypolicy.org Technological Change in the Indian Passenger Car Industry Ambuj D. Sagar†* and Pankaj Chandra§ †Science, Technology, and Public Policy Program Belfer Center for Science and International Affairs John F. Kennedy School of Government Harvard University 79 JFK Street, Cambridge, MA 02138 USA §Centre for Innovation, Incubation & Entrepreneurship Indian Institute of Management Vastrapur, Ahmedabad - 380 015 India * Corresponding author June 2004 Citation This paper may be cited as: Sagar, Ambuj D. and Pankaj Chandra, “Technological Change in the Indian Passenger Car Industry” BCSIA Discussion Paper 2004-05, Energy Technology Innovation Project, Kennedy School of Government, Harvard University, 2004. Comments are welcome and may be directed to Kelly Sims Gallagher at BCSIA, Kennedy School of Government, Harvard University, 79 JFK Street, Cambridge, MA 02138. The views expressed in this paper are the authors’ and do not necessarily reflect those of the Science, Technology, and Public Policy Program, the Belfer Center for Science and International Affairs, or Harvard University. This paper is available at www.bcsia.ksg.harvard.edu/energy. The Energy Technology Innovation Project The overarching objective of the Energy Technology Innovation Project (ETIP) is to determine and then seek to promote adoption of effective strategies for developing and deploying cleaner and more efficient energy technologies in three of the biggest energy- consuming countries in the world: China, India, and the United States.
    [Show full text]
  • GM 2012 Sustainability Report.Pdf
    TABLE OF CONTENTS 1 Leadership Messages 6 Charging Ahead: When Customers Drive Sustainability 18 Our Approach 30 Issues 70 Scorecard 74 Regional Reports IBC Feedback Dan Akerson, GM chairman and chief executive officer, goes for a ride in the EN-V, short for Electric Networked Vehicle. The EN-V is a prototype vehicle that has been designed to help solve the challenges of urban mobility. AboUT THE coVer: GM’s growing portfolio of electrified vehicles meets the diverse needs of our customers: To Our Stakeholders: I am very pleased to report that in 2012 General Motors created significant long-term value for our customers and stockholders through the award-winning products we build, our strong business results, leadership on environmental issues and meaningful interaction with the communities in which we operate. As you will read in this report, our sustainability strategy is guided by this simple truth: energy diversity, resource conservation and CO2 reduction are business imperatives. Sustainability also can deliver revenue opportunities, cost We’re satisfying this need through a wide range of savings and risk mitigation. You can see sustainability in technologies, from vehicle mass reductions to thermody- action in everything we’re doing to grow our business namic efficiency improvements for gas engines. In markets globally — whether it’s launching new products like the where it makes customer sense, we’re deploying more Chevrolet Cruze diesel in North America, or increasing our engines that can run on clean diesel, compressed natural
    [Show full text]
  • General Motors Strategic Audit
    General Motors Strategic Audit Kellen Odom November 11, 2017 1 Table of Contents Introduction to the Organization ..................................................................................................... 3 Identification of the Industry and the Competitors ......................................................................... 8 Analysis of the Industry ................................................................................................................ 10 Analysis of the Macro-Environment ............................................................................................. 13 What is the organization’s measurement and control system? ..................................................... 15 Analysis of the Organization (Mission, Vision, Core Values, Operating Guidelines, Core Competencies, Goals) ................................................................................................................... 19 Analysis of the Organization – Organization-Level and Business Unit Strategies ...................... 22 Analysis of the Organization – Functional Strategies. .................................................................. 25 Analyze organization’s improvement/change initiatives .............................................................. 26 Conclusion and Future of Organization ........................................................................................ 27 References ....................................................................................................................................
    [Show full text]