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1MUC-90002-052-29-01-E. ppt 关于艾滋病ppt课件精益管理ppt下载地图下载ppt可编辑假如ppt教学课件下载triz基础知识ppt Supplier of the Future Executive Summary of the Study Roland Berger Strategy Consultants Munich, December 2002 2MUC-90002-052-29-01-E.ppt Our study aimed to give strategic and operational advice to the automotive supplier industry … Source: Roland Berger • What key trends will impact suppliers over the next 5 to 10 years? • Will the impact vary across different segments of suppliers? • Are there significant regional differences across North America, Japan, and Western Europe? • What are the main areas of action suppliers need to focus on? Key questions • Develop strategic and operational guidelines for automotive suppliers in North America, Europe, and Asia • Provide lessons-learned about the success factors in the industry • Help suppliers review and reshape their current strategy and operating plans Objectives of the study 3MUC-90002-052-29-01-E.ppt … based on 140 interviews with executives of the worldwide automotive industry Selection of participating companies OES OEM Europe USA Japan Source: Roland Berger 4MUC-90002-052-29-01-E.ppt Face-to-face interviews were conducted with executives across all majors regions Breakdown of interviews conducted for the study 27% 25% 15% 15% 18% 44%13% 5% 10% 28% USA Europe Japan South America China Electronic/ electric Multiple Interior/ exterior PowertrainChassis By region By company revenues [EUR] By system 7% 12% 13% 68% 10% 57% 20% 13% < 1 bn1-5 bn5-10 bn> 10 bn Breakdown of interviewed companies Breakdown of top 100 suppliers Source: Roland Berger 5MUC-90002-052-29-01-E.ppt The supplier challenges: OEMs, consumers and regulators will drive the industry along eight dimensions Key challenges for the supplier industry OEMs continue to outsource responsibility and risk to the supply base 5 Complexity, speed, and invest- ments needed for future inno- vation will continue to increase 6 Regulations alter market dyna- mics and push technology and risk management to the limits 8 Brand management becomes even more important for OEMs to protect market share and margins 7 OEMs will streamline global structures to further leverage their global affiliates/presence 1 2 OEMs’ battle over market share and expansion intensifies, with no end game in sight 3 OEMs continue cost cutting initiatives, internally as well as in their supply base 4 OEMs must and will become more agile and responsive to changes in the marketplace Key challenges for the supplier industry Source: Roland Berger 6MUC-90002-052-29-01-E.ppt Strategic and operational guidelines to master the challenges Source: Roland Berger Key guidelines for automotive suppliers 10. Develop and participate in technology communities 9. Optimize your technology and product portfolios 8. Carefully select/integrate further design and lifecycle responsibilities 11. Develop and apply understanding of the OEMs’ brand values 7. Continue to reduce cost through design, mfg flexibility and connectivity 12. Leverage opportunities/ avoid risks of regulatory developments 1. Review and further develop your long- term visions 6. Adapt flexible business models to handle heterogeneous programs 5. Minimize risk through a diversified customer base 4. …while leveraging integrated global structures 2. Position clearly in the evolving supply chain network 3. Further de-centralize decisions and responsibilities… 7MUC-90002-052-29-01-E.ppt Electrics/ electronics Cabin Roof hatch Doors Interior components NVH systems Plastic parts Auxiliary parts Body structural parts ! ! ! !? ? ! ! !! ! ! ! ! ! ? ? ? ? ? ? ? X X X XX Suppliers' top priority: defining the strategic matrix of products and markets 1 LONG-TERM VISIONS Example: Prioritization of products and markets ! InvestHold ? InvestigateEnter ExitX C arg o b o d y b u ild er S ch o o l B u s S m all B u s M ilitary C o n stru ctio n m ach in es A m b u lan ce b o d y b u ild er T ru cks m ed ./ h eavy T ran sp o rter C arSegments Products Source: Roland Berger Supplier priorities 1. Select the most attractive market segments! 2. Define the right customer segments’ portfolio! 3. Select the technologies where leadership can be achieved! 4. Select the right partnerships! 5. Exit from non-strategic markets! 8MUC-90002-052-29-01-E.ppt Both OEM integration and technological complexity push towards a network structure of the supply chain TS SI TS OEM System integrator Sourcing SI SI PS PS PS "Technology" satellite Product DevelopmentProcess-satellite From the traditional pyramid to network structures Source: Roland Berger • Three "roles" for suppliers: – System integrator – "Technology" satellite – "Process" satellite • Complex, "non-tiered" network of relationships • Suppliers cannot be easily replaced • Every program is unique 2 POSITION IN THE SUPPLY NETWORK 9MUC-90002-052-29-01-E.ppt More than half of interviewees in all regions already identified their company as clearly fitting into this emerging network My company is clearly system integrator, technology satellite or process satellite Source: Roland Berger Europe US Japan Serve more than one position Agree with one position 100% 100% 100% 32% 21% 47% 45% 19% 23% 13% 27% 9% 64% 2 POSITION IN THE SUPPLY NETWORK = Technology Satellite= System Integrator= Process Satellite 10MUC-90002-052-29-01-E.ppt IntegratedFocused The ROS scenario underlines the necessity for suppliers to focus on determined roles Profitability vs. strategic focus of business 2012 estimates of ROS ROS of interviewees 2001 Source: Roland Berger SI: System integrator, TS: Technology satellite, PS: Process Satellite ROS 9.6% TS (USA) 7.4% PS (Europe) 7.1% TS (Europe) 5.7% PS (USA) 6.9% (USA) 5.2% (Europe) 2 POSITION IN THE SUPPLY NETWORK 11MUC-90002-052-29-01-E.ppt Decisions and responsibilities will be located close to the customer and market interfaces Source: Roland Berger 3 DE-CENTRALIZED DECISIONS AND RESPONSIBILITIES • Flat, agile and global OEM structures • Requirement for highly responsive suppliers • Complex product portfolios of suppliers Current developments • Decentralization of decision making responsibilities • Shift processes and organizational structures to a de-centralized model • Implementation of "lead" concepts Consequences for suppliers 12MUC-90002-052-29-01-E.ppt At the same time global account management structures will become mandatory to serve the large OEMs Source: Supplier of the Future study Agree 60% 40% Disagree 15% 85% Yes No 4 GLOBAL STRUCTURES My company needs to be better aligned with globalized procurement and engineering functions of OEMs My company has already implemented global key account management 14MUC-90002-052-29-01-E.ppt 11.4%29.6%2010 11.2%30.1%2005 11.2%28.9%2002 11.8%25.6%2000 11.0%22.9%1995 Key success factors Source: DRI-WEFA ; Roland Berger Japanese OEMs market share Broaden customer portfolio! Many suppliers still have to diversify their customer base – Japanese OEMs the source of growth? Example: Re-alignment of customer map 5 CUSTOMER BASE Innovation or process leadership Global Account Management Overcome cultural barriers Resources deployed across regions Develop relationships through OEM networks Long term commitment 15MUC-90002-052-29-01-E.ppt Polarized demand patterns force suppliers to adapt and optimize dedicated business models New business models – main drivers and requirements BUSINESS MODEL Source: Roland Berger Management of derivatives • Small volumes (20K-200K) • High complexity and many deals Management of platforms • High volumes (500k-1,500 K) • Less deals Management of commodity parts • Huge volumes (> 1,000K) • Less deals with complex customer interface High volume business model • Cover 60% of vehicle value • Commodity partner of OEM, high R&D resources required • Manufacturing expert for large scale operations • Sub-supplier management Low volume business model • Cover remaining 40% of vehicle value • Flexible manufacturing units • Accurate OEM customer demand forecast 6 16MUC-90002-052-29-01-E.ppt Nearly all interviewees agree that OEM cost pressure will continue Source: Supplier of the Future study OEM-mandated cost reductions will continue over the next decade Agree 10% 90% Disagree 7 COST REDUCTION 17MUC-90002-052-29-01-E.ppt Increased flexibility and interconnected value chains are key to counter the ongoing cost-down initiatives 7 • Systems approach, not component approach, for quantum cost improvements • Suppliers must convince OEMs of their value of involvement at the conceptual stage of design • Design standardization provides the basis for manufacturing flexibility Modular design • Entire value chain must be focused on taking cost out • Lead suppliers must push the connectivity wave • Lead suppliers must promote B2B tools and cost cutting goals Connectivity • Capital intensity demands high levels of capacity utilization • Manufacturing flexibility volatile segments is a key requirement on the road to better capacity usage • Flexibility across the value-chain is the goal Manufacturing flexibility COST REDUCTION Source: Roland Berger Manufacturing flexibility and value chain connectivity 18MUC-90002-052-29-01-E.ppt Most suppliers will take out costs from engineering and will intensify sourcing from low-cost locations 42% 50% 64% 37% 40% 21% 10% 36% Europe USA Japan Design Manufacturing Connectivity Disagree Agree 7 COST REDUCTION My company will be able to cut costs primarily in specific areas My company's component sourcing will migrate towards low cost countries Source: Roland Berger 15% 85% 19MUC-90002-052-29-01-E.ppt Three quarters of suppliers interviewed believe that OEM outsourcing will increase over the next decade Source: Supplier of the Future study OEM outsourcing will increase over the next decade Agree 25% 75% Disagree 8 SELECT FURTHER RESPONSIBILITIES 20MUC-90002-052-29-01-E.ppt And the majority expects OEMs to outsource more product lifecycle responsibility including purchasing and testing Agree 55% 45% Disagree 8 SELECT FURTHER RESPONSIBILITIES Source: Supplier of the Future study Increased OEM outsourcing will include more product lifecycle responsibility Product lifecycle responsibility will include purchasing, testing, warranty Agree 40% 60% Disagree 21MUC-90002-052-29-01-E.ppt OEMs are expected to outsource more product lifecycle respon- sibility, focus areas: development, purchasing and after sales Qualitative example: Supplier lifetime responsibility Future supplier responsibility curve Today's supplier responsibility curveR&D Product development/ engineering Purchasing Manu- facturing Sales After sales High Low Source: Roland Berger 8 SELECT FURTHER RESPONSIBILITIES Key areas of increased supplier responsibility 22MUC-90002-052-29-01-E.ppt Sophisticated skill sets and new functions are required from suppliers to manage these new responsibilities Innovative financing models • Project partnerships • R&D Joint Venture companies • Sell and lease back facilities • Venture capital Total cost pricing • Lifetime product cost • Volume fluctuations • Cost of non-quality • Changing orders/ specifications Risk management • Warranty • Recalls • Product liability • Intellectual property Source: Roland Berger 8 SELECT FURTHER RESPONSIBILITIES Product creation and lifecycle responsibility enlargement 23MUC-90002-052-29-01-E.ppt Program management will be key to successfully deliver on these new responsibilities – major shortcomings existent 8 My company will experience a major shortfall in global program management capabilities Agree Disagree SELECT FURTHER RESPONSIBILITIES Source: Supplier of the Future study 87% 13% 24MUC-90002-052-29-01-E.ppt Suppliers have to align their business with consistent product and technology portfolios Product portfolio Relative market share +– – + M ar ke t at tr ac tiv en es s Technology portfolio Competence +– – + R el ev an ce • Prioritization of products • Identification of relevant technologies • Assessment of technology competencies • Calculation of investments to increase competencies and market share • Adjustment of technology portfolio • Adjustment of product portfolio Iterative process 9 TECHNOLOGY AND PRODUCT PORTFOLIOS Source: Roland Berger Process for re-alignment of technology and product portfolio 25MUC-90002-052-29-01-E.ppt 35% of suppliers interviewed believe that their companies have not yet a clearly-defined innovation process 9 My company has a clearly-defined innovation process Agree 35% 65% Disagree TECHNOLOGY AND PRODUCT PORTFOLIOS Source: Supplier of the Future study 26MUC-90002-052-29-01-E.ppt Technology communities will help to share R&D investments between suppliers 10 Profit (ROS) Interest expense 1.7%0.5%2002 1.9%0.6%2001 2.7%4.8%2002 0.8%5.1%2001 Company A: Community model Company B: Integrated model 9.9%12.3%2002 9.9%11,3%2001 ROIC TECHNOLOGY COMMUNITIES Comparison "Community" vs. "Integrated" R&D model Source: Company reports; Roland Berger 27MUC-90002-052-29-01-E.ppt Suppliers need to position themselves on the critical path to define brand differentiation • Select and invest in technologies that are brand-critical Brand value Vehicle characteristics Technology System Sporti- ness Driving performance: superior traction Electromechanical/ - hydraulic suspension- control Suspension system Consumer buying process hierarchy Supplier priorities • Increase understanding of consumers’ preferences to anticipate OEMs’ needs • Focus on aligning products to vehicle brand values Brand perception • Only brand-critical components will strengthen suppliers negotiation position 11 BRAND VALUES Importance of branding for OEMs and OES Source: Roland Berger 28MUC-90002-052-29-01-E.ppt European suppliers seem to have a better understanding of customer brands and end consumer requirements 89% 79% 11% 21% NoYesEurope 1 2 65% 75% 35% 25% USA 1 2 64% 73% 36% 25% Japan 1 2 My company has a clear understanding of our customer brands 1 My company touches the end consumer as part of our development process 2 11 BRAND VALUES Understanding of customer brands and end consumer requirements Source: Roland Berger 29MUC-90002-052-29-01-E.ppt Environmental and safety regulations will be the major regulatory trigger for suppliers Initiative Importance Measures/Actions Importance of regulatory initiatives 12 Source: Roland Berger • Recycling • Expand engineering resources • Establish reverse logistics channels • Product liability • Expand testing/prototyping programs • Expand legal expertise • Safety • Expand engineering resources • Emissions • Integrate activities will OEM-efforts • Leverage competitive advantages • Lifting of markets entry barriers • Follow OEM customer • Leverage existing affiliates • European Block Exemption • Reinforce after sales business REGULATORY INITIATIVES 30MUC-90002-052-29-01-E.pptSource: Roland Berger To sum it up: What’s new and what has changed since our last supplier study 1999 (1) • From the supplier pyramid towards network structures – OEMs will prefer supplier networks with specialists for entire systems, technologies or processes – Network structures will highly vary by OEM brands, affected carlines manufacturing plants etc. • Transformation of the eBusiness hype to operational issues – Web-based communication technologies, which made up the B2B hype of the late 90ies will be used as tools for an incremental improvement of processes – Like in Lean manufacturing, a long-term change processes is expected • Outsourcing or insourcing? – The positioning of OEM and OES remains a striking issue throughout the years – The current discussion aims for an maximization of overall profitability by sharing of the key value creating activities between OEM and OES 2 3 1 31MUC-90002-052-29-01-E.pptSource: Roland Berger To sum it up: What’s new and what has changed since our last supplier study 1999 (2) • Financing as a key bottleneck for suppliers – The ongoing shift of tasks, responsibilities and risks towards suppliers have and the more restrictive policy of the banks lead to a significant financing bottleneck for suppliers – Innovative financing models and effective capital markets will be key to provide suppliers with liquidity and capital in the future • Increasing role of strategic partnerships – Mergers and acquisitions absorbed many of the suppliers’ resources in the recent years – with many failures and little true success stories – Flexible partnerships and joint ventures are likely to replace cumbersome M&A activities • More differentiated business models – Suppliers have to dedicate their processes, systems and organizations to the heterogeneous requirements of OEM programs (volume vs. niche) – “One solution fits all” does most probably not work, i.e. leads to inferior economic results 5 6 4 32MUC-90002-052-29-01-E.ppt How to react? This is the CEO agenda! Source: Roland Berger Start and imple- ment initiatives along the key guidelines 10. Develop and participate in technology communities 9. Optimize your technology and product portfolios 8. Carefully select/integrate further design and lifecycle responsibilities 11. Develop and apply understanding of the OEMs’ brand values 7. Continue to reduce cost through design, mfg flexibility and connectivity 12. Leverage opportunities/ avoid risks of regulatory developments 1. Review and further develop your long- term visions 6. Adapt flexible business models to handle heterogeneous programs 5. Minimize risk through a diversified customer base 4. …while leveraging integrated global structures 2. Position clearly in the evolving supply chain network 3. Further de-centralize decisions and responsibilities…