羅蘭貝格供應(yīng)商管理戰(zhàn)略報(bào)告

1、羅蘭貝格-供應(yīng)商管理戰(zhàn)略報(bào)告1muc-90002-052-29-01-e.pptsupplier of the futureexecutive summary of the studyroland berger strategy consultantsmunich, december 20022muc-90002-052-29-01-e.pptour study aimed to give strategic and operational advice to the automotive supplier industry source: roland berger ? what key t

2、rends 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 actionsuppliers need to focus on?key questions? develop strat

3、egic 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 reshapetheir current strategy and operating plansobjectives of the study3muc-90002-052-29-01-e.ppt based on 17>

4、;<40 interviews with executives of the worldwide automotive industryselection of participating companiesoesoemeurope usa japansource: roland berger<4muc-90002-052-29-01-e.pptface-to-face interviews were conducted with executives across all majors regionsbreakdown of interviews conducted for th

5、e study27%25%15%15%18%<4<4%13%5%10%28%usaeuropejapansouth americachinaelectronic/ electricmultipleinterior/ exteriorpowertrainchassisby region by company revenues eur by system7%12% 13%68%10%57%20%13%&lt; 1 bn1-5 bn5-10 bn&gt; 10 bnbreakdown of interviewed companiesbreakdown of top 100

6、 supplierssource: roland berger5muc-90002-052-29-01-e.pptthe supplier challenges: oems, consumers and regulators will drive the industry along eight dimensionskey challenges for the supplier industryoems continue to outsource responsibility and risk to the supply base 5complexity, speed, and invest-

7、ments needed for future inno-vation will continue to increase6regulations alter market dyna-mics and push technology and risk management to the limits 8brand management becomes even more important for oems to protect market share and margins7oems will streamline globalstructures to further leverage

8、their global affiliates/presence12oems battle over market share and expansion intensifies, with no end game in sight 3oems continue cost cutting initiatives, internally as well as in their supply base<4oems must and will become moreagile and responsive to changesin the marketplacekey challenges f

9、or the supplier industrysource: roland berger6muc-90002-052-29-01-e.pptstrategic and operational guidelines to master the challengessource: roland bergerkey guidelines for automotive suppliers10. develop and participate in technology communities9. optimize your technology and product portfolios8. ca

10、refully select/integrate further design and lifecycle responsibilities11. develop and apply understanding of the oems brand values7. continue to reduce cost through design, mfg flexibility and connectivity12. leverage opportunities/ avoid risks of regulatory developments1. review and further develop

11、 your long-term visions6. adapt flexible business models to handle heterogeneous programs5. minimize risk through a diversified customer base<4. while leveraging integrated global structures 2. position clearly in the evolving supply chain network3. further de-centralize decisions and responsibil

12、ities7muc-90002-052-29-01-e.pptelectrics/ electronicscabinroof hatchdoorsinterior componentsnvh systemsplastic partsauxiliary partsbody structural parts ! !? ?! !? ? ? ? ?xxxxxsuppliers&#039; top priority: defining the strategic matrix of products and markets1 long-term visionsexample: prioritiz

13、ation of products and markets! investhold ? investigateenter exitxcargo body builderschool bussmall busmilitaryconstruction machinesambulance body buildertrucks med./ heavytransportercarsegmentsproductssource: roland bergersupplier priorities1. select the most attractive market segments!2. define th

14、e 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.pptboth oem integration and technological complexity push towards a network structure of the supply chaintssi

15、tsoemsystem integrator sourcingsisipspsps;technology; satellite product developmentprocess-satellitefrom the traditional pyramid to network structuressource: roland berger ? three ;roles; for suppliers: system integrator ;technology; satellite ;process; satellite? complex, ;non-tiered; network of re

16、lationships? suppliers cannot be easilyreplaced? every program is unique2 position in the supply network9muc-90002-052-29-01-e.pptmore than half of interviewees in all regions already identified their company as clearly fitting into this emerging networkmy company is clearly system integrator, techn

17、ology satellite or process satellitesource: roland bergereurope us japanserve more than one positionagree with one position100% 100% 100%32%21%<47% <45%19%23%13%27%9%6<4%2 position in the supply network= technology satellite= system integrator= process satellite10muc-90002-052-29-01-e.pptin

18、tegratedfocusedthe ros scenario underlines the necessity for suppliers to focuson determined rolesprofitability vs. strategic focus of business2012 estimates of rosros of interviewees 2001source: roland bergersi: system integrator, ts: technology satellite, ps: process satelliteros9.6% ts (usa)7.<

19、;4% ps (europe)7.1% ts (europe)5.7% ps (usa)6.9% (usa)5.2% (europe)2 position in the supply network11muc-90002-052-29-01-e.pptdecisions and responsibilities will be located close to the customer and market interfacessource: roland berger 3 de-centralized decisions and responsibilities? flat, agile a

20、nd global oem structures? requirement for highly responsive suppliers? complex product portfolios of supplierscurrent developments? decentralization of decision making responsibilities? shift processes and organizational structures to a de-centralized model? implementation of ;lead; conceptsconseque

21、nces for suppliers12muc-90002-052-29-01-e.pptat the same time global account management structures will become mandatory to serve the large oemssource: supplier of the future studyagree60%<40%disagree15%85%yesno<4 global structuresmy company needs to be better aligned with globalized procureme

22、nt and engineering functions of oems my company has already implemented global key account management1<4muc-90002-052-29-01-e.ppt11.<4%29.6%201011.2%30.1%200511.2%28.9%200211.8%25.6%200011.0%22.9%1995keysuccess factorssource: dri-wefa ; roland bergerjapanese oems market share broaden customer

23、portfolio!many suppliers still have to diversify their customer base japanese oems the source of growth?example: re-alignment of customer map5 customer baseinnovation or process leadershipglobal account managementovercome cultural barriersresources deployed across regionsdevelop relationships throug

24、h oem networkslong term commitment15muc-90002-052-29-01-e.pptpolarized demand patterns force suppliers to adapt and optimize dedicated business modelsnew business models main drivers and requirementsbusiness modelsource: roland berger management of derivatives? small volumes (20k-200k)? high complex

25、ity and many dealsmanagement of platforms? high volumes (500k-1,500 k)? less dealsmanagement of commodity parts? huge volumes (&gt; 1,000k)? less deals with complex customer interfacehigh volume business model? cover 60% of vehicle value? commodity partner of oem, high r&amp;d resources requ

26、ired? manufacturing expert for large scale operations? sub-supplier managementlow volume business model? cover remaining <40% of vehicle value? flexible manufacturing units? accurate oem customer demand forecast616muc-90002-052-29-01-e.pptnearly all interviewees agree that oem cost pressure will

27、continuesource: supplier of the future studyoem-mandated cost reductions will continue overthe next decadeagree10%90%disagree7 cost reduction17muc-90002-052-29-01-e.pptincreased flexibility and interconnected value chains are key tocounter the ongoing cost-down initiatives7? systems approach, not co

28、mponent 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 flexibilitymodular design? entire value chain must be focused on taking cost out? lead suppliers

29、must push the connectivity wave? lead suppliers must promote b2b tools and cost cutting goalsconnectivity? 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 valu

30、e-chain is the goalmanufacturing flexibilitycost reductionsource: roland berger manufacturing flexibility and value chain connectivity18muc-90002-052-29-01-e.pptmost suppliers will take out costs from engineering and will intensify sourcing from low-cost locations<42% 50%6<4%37%<40%21%10%36

31、%europe usa japandesignmanufacturingconnectivitydisagreeagree7 cost reductionmy company will be able to cut costs primarily in specific areasmy company&#039;s component sourcing will migrate towards low cost countriessource: roland berger 15%85%19muc-90002-052-29-01-e.pptthree quarters of suppli

32、ers interviewed believe that oem outsourcing will increase over the next decadesource: supplier of the future studyoem outsourcing will increase over the next decadeagree25%75%disagree8 select further responsibilities20muc-90002-052-29-01-e.pptand the majority expects oems to outsource more product

33、lifecycle responsibility including purchasing and testingagree 55%<45% disagree8 select further responsibilitiessource: supplier of the future studyincreased oem outsourcing will include more product lifecycle responsibilityproduct lifecycle responsibility will include purchasing, testing, warran

34、tyagree<40%60%disagree21muc-90002-052-29-01-e.pptoems are expected to outsource more product lifecycle respon-sibility, focus areas: development, purchasing and after salesqualitative example: supplier lifetime responsibilityfuture supplier responsibility curvetoday&#039;s supplier responsibi

35、lity curver&amp;d product development/ engineeringpurchasing manu-facturingsales after saleshighlowsource: roland berger 8 select further responsibilitieskey areas of increased supplier responsibility22muc-90002-052-29-01-e.pptsophisticated skill sets and new functions are required from supplier

36、s to manage these new responsibilitiesinnovative financing models? project partnerships? r&amp;d joint venture companies? sell and lease back facilities? venture capitaltotal cost pricing? lifetime product cost? volume fluctuations? cost of non-quality? changing orders/ specificationsrisk manage

37、ment? warranty? recalls? product liability? intellectual propertysource: roland berger 8 select further responsibilitiesproduct creation and lifecycle responsibility enlargement23muc-90002-052-29-01-e.pptprogram management will be key to successfully deliver on these new responsibilities major short

38、comings existent8my company will experience a major shortfall in globalprogram management capabilitiesagreedisagreeselect further responsibilitiessource: supplier of the future study87%13%2<4muc-90002-052-29-01-e.pptsuppliers have to align their business with consistent product and technology por

39、tfoliosproduct portfoliorelative market share +marketattractivenesstechnology portfoliocompetence +relevance? prioritization of products? identification of relevant technologies? assessment of technology competencies? calculation of investments to increase competencies and market share? adjustment o

40、f technology portfolio? adjustment of product portfolioiterative process9 technology and product portfoliossource: roland berger process for re-alignment of technology and product portfolio25muc-90002-052-29-01-e.ppt35% of suppliers interviewed believe that their companies have not yet a clearly-def

41、ined innovation process9my company has a clearly-defined innovation processagree35%65%disagreetechnology and product portfoliossource: supplier of the future study26muc-90002-052-29-01-e.ppttechnology communities will help to share r&amp;d investments between suppliers10profit(ros)interest expen

42、se1.7%0.5%20021.9%0.6%20012.7%<4.8%20020.8%5.1%2001company a:community modelcompany b:integrated model9.9%12.3%20029.9%11,3%2001roictechnology communitiescomparison ;community; vs. ;integrated; r&amp;d modelsource: company reports; roland berger27muc-90002-052-29-01-e.pptsuppliers need to pos

43、ition themselves on the critical path to define brand differentiation ? select and invest in technologies that are brand-critical brand valuevehicle characteristicstechnologysystemsporti-nessdriving performance: superior tractionelectromechanical/ -hydraulic suspension-controlsuspension systemconsum

44、er buying process hierarchy supplier priorities? increase understanding of consumers preferences to anticipate oems needs? focus on aligning products to vehicle brand valuesbrand perception? only brand-critical components will strengthen suppliers negotiation position11 brand valuesimportance of bra

45、nding for oems and oessource: roland berger 28muc-90002-052-29-01-e.ppteuropean suppliers seem to have a better understanding of customer brands and end consumer requirements89%79%11%21%noyeseurope1265%75%35%25%usa126<4%73%36%25%japan12my company has a clear understanding of our customer brands1m

46、y company touches the end consumer as part of our development process211 brand valuesunderstanding of customer brands and end consumer requirementssource: roland berger 29muc-90002-052-29-01-e.pptenvironmental and safety regulations will be the major regulatory trigger for suppliersinitiative import

47、ance measures/actionsimportance of regulatory initiatives12source: roland berger? recycling ? expand engineering resources? establish reverse logistics channels? product liability ? expand testing/prototyping programs? expand legal expertise? safety ? expand engineering resources? emissions ? integr

48、ate activities will oem-efforts? leverage competitive advantages? lifting of markets entry barriers ? follow oem customer? leverage existing affiliates? european block exemption ? reinforce after sales businessregulatory initiatives30muc-90002-052-29-01-e.pptsource: roland bergerto sum it up: whats

49、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 p

50、lants 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? outsourcin

51、g 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 oes23131muc-90002-052-29-01-e.pptsource: roland bergerto sum it up: whats 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 su