But in my mind, the most fundamentally important aspect for a manufacturing business like TSLA is the ability to drive down its costs as production ramps up – captured in Wright’s law as described next. These cars have been ordered and will be delivered to customers upon arrival at their destination.īesides this logistical and production innovation, I also see a few other key catalysts to further boost its scalability in the near future, as to be elaborated on later. In Q3, we began transitioning to a more even regional mix of vehicle builds each week, which led to an increase in cars in transit at the end of the quarter. A description of this method is quoted below and is slightly edited with emphasis added by me:Īs our volume keeps growing, it is becoming increasingly challenging to secure vehicle transportation capacity and at a reasonable cost during these peak logistics weeks (i.e., towards the end of each quarter). ![]() And management seems to have found a way to break this bottleneck, paving the way for further production volume ramp-up. ![]() In the past, its delivery volumes tended to be uneven and skewed towards the end of each quarter due to regional batch building. Its Model 3/Y continues to dominate the deliveries, with production totaling 345,988 and delivery totaling 325,158 (about 95% of all cars delivered in Q3). In its Q3 2022 press release, Tesla ( NASDAQ: TSLA) reported a total delivery of over 343,000 cars worldwide.
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