The global automotive industry is evolving in ways that will result in
suppliers, not the automakers themselves, conducting most of R&D and
production by 2015. Automakers will restrict their production to those
components that are crucial to the success of their brands.
After mass production in the 1920s and lean production in the 1980s, the global automotive
industry is in the midst of another structural evolution, toward collaborative engineering
and production. A recent Mercer Management Consulting study based on industry
interviews, data analysis, and economic modeling concludes that by 2015, automotive suppliers
will represent close to 80% of total value creation in light vehicle engineering and production,
as the dozen automakers restrict their own share to those components and activities that are
crucial to the success of their brands.
The brand image of the car, an emotionally charged product, has become as important as
performance and price for automakers. So automakers will increasingly focus on brand-specific
elements such as concept and design, the customer experience from advertising through the
physical dealership, and related services downstream of the factory gate. Consequently,
automakers will evolve into high-tech brand merchandisers, while suppliers will gradually
take over more engineering and production activities that are unrelated to the brand
experience, such as component manufacturing and assembly.
On the face of it, this shift merely continues the trend toward outsourcing non-core functions.
But because the product is complex, pricing is under pressure from global competition, and
consumer tastes are constantly in flux, many firms in the industry will be increasingly challenged
to generate sustained profitable growth. Our major study (see box on page 94) has led
us to conclude that senior managers will need to adopt new business designs that rely far
more on cooperative ventures with suppliers and other players, even with firms currently
considered competitors. Astute management of the new collaborative networks will be the
overriding challenge for companies that hope to succeed a decade hence.
Read full article:
http://www.oliverwyman.de/deu-insights/MMJ17-AutoIndustryCollab.pdf
suppliers, not the automakers themselves, conducting most of R&D and
production by 2015. Automakers will restrict their production to those
components that are crucial to the success of their brands.
After mass production in the 1920s and lean production in the 1980s, the global automotive
industry is in the midst of another structural evolution, toward collaborative engineering
and production. A recent Mercer Management Consulting study based on industry
interviews, data analysis, and economic modeling concludes that by 2015, automotive suppliers
will represent close to 80% of total value creation in light vehicle engineering and production,
as the dozen automakers restrict their own share to those components and activities that are
crucial to the success of their brands.
The brand image of the car, an emotionally charged product, has become as important as
performance and price for automakers. So automakers will increasingly focus on brand-specific
elements such as concept and design, the customer experience from advertising through the
physical dealership, and related services downstream of the factory gate. Consequently,
automakers will evolve into high-tech brand merchandisers, while suppliers will gradually
take over more engineering and production activities that are unrelated to the brand
experience, such as component manufacturing and assembly.
On the face of it, this shift merely continues the trend toward outsourcing non-core functions.
But because the product is complex, pricing is under pressure from global competition, and
consumer tastes are constantly in flux, many firms in the industry will be increasingly challenged
to generate sustained profitable growth. Our major study (see box on page 94) has led
us to conclude that senior managers will need to adopt new business designs that rely far
more on cooperative ventures with suppliers and other players, even with firms currently
considered competitors. Astute management of the new collaborative networks will be the
overriding challenge for companies that hope to succeed a decade hence.
Read full article:
http://www.oliverwyman.de/deu-insights/MMJ17-AutoIndustryCollab.pdf
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