- Tasks for SME. Automotive Cluster in Germany. Automotive Cluster in Germany. Prof. Dr. Heinz-Jürgen Klepzig. University of Applied Sciences Augsburg - PDF

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Automotive Cluster in Germany - Tasks for SME Prof. Dr. Heinz-Jürgen Klepzig Dipl.-Ing. Dipl.- Wirtschafts-Ing. University of Applied Sciences Augsburg Tokyo, Dec Overview: : General Situation

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Automotive Cluster in Germany - Tasks for SME Prof. Dr. Heinz-Jürgen Klepzig Dipl.-Ing. Dipl.- Wirtschafts-Ing. University of Applied Sciences Augsburg Tokyo, Dec 1. Overview: : General Situation and Trends 2. Situation of Suppliers : Spotlights 3. Tasks for Suppliers 4. Tasks for Clusters 5. Conclusions 2 1. Overview: : General Situation and Trends market size + changes fashion population (e.g. income + demography) legal + tax requirements (e.g. local content) ecology + cost of energy exchange rate Trends for Suppliers Innovation/technology speed of product development/changes shorter life cycle of products increasing importance of integration cost reduction programs standardization & individualization Market consolidation/concentration of suppliers: Mega-suppliers supplier follows OEM (Globalization) delivering different OEMs Customer Segmentation Trends for Customers trend towards - premium car - 10-T- -car niche products/cross-overs Competitor suppliers 3 rd tier 2 nd tier 1st tier OEM Globalization of production sites Trends for Vehicle Manufacturers global overcapacity industry consolidation positioning along the value chain (core competencies) cooperation, if not competition-relevant focus on added value built to order built to stock: shortening order-to-delivery product launches: shortening life-cycles niche products: shortening volumes per model 3 Global Sales up to 2010 Markets Source: Autofocus Cars Growth/ 2000/2010 Triad Nafta, Western Europe, Japan Mio. 39,0 39,5 40,5 4 % Non-Triad Share Eastern Europe Share Asia excl. Japan Mio. Mio. 2,3 3,5 3,2 5,0 4,0 6,3 74 % 80 % Non-Triad Total Mio. 10,3 13,5 16,5 60 % Total Worldwide Mio. 49,3 53,0 57,0 16 % 4 Conclusion: Non-Triad is main region of growth (relative/absolute) Western Europe is problematic market 5 German Market of Passenger Cars/Saturation 6 German Market of Passenger Cars/Saturation Conclusion Saturation of German Car Market Esp. Replacement need 7 Global Market: Production-Trends 8 Production of German OEMs 9 2. Situation of Suppliers : Spotlights The Situation: Stagnation of car sales in the Triad Shift of markets Growing markets worldwide Shift of production sites/oems Outsourcing of OEMs Growing value per car Conclusion: but: Growing market for suppliers Volatile markets 10 Volatile Markets: : Be prepared! Scenario Threats for suppliers 2004 continous Market 2004 increasing decreasing pulsating Pre-Financing/Liquidity Margin Pressure Break-Even/Flexibility ROI-Problems Innovation Launches Life Cycle + Bottleneck: Equity 11 Bottleneck: Equity Strategic Decision Process Optimization Passiva Fixed Assets Current Assets Activa Equity Capital Credit Capital Sum Sum 12 Bottleneck: Equity Conclusion Control your bottlenecks! 13 3. Tasks for Suppliers To do the right things To do the things right The basis Strategy Programs Projects Management of Resources... Controlling, Management Systems Management, Organization, Employees Contracts Common Pitfalls/Suppliers Suppliers: Not aware of core competencies/usp Technology driven/not market pull Poor marketing Investments incompatible with strategy Poor controlling Inefficient change management Importance of Imperatives for Suppliers: Do your homework Be attractive The partner to your company (+) Ideal (-) partners for cooperation (-) (+) Your company to the partner 14 4. Tasks for Clusters Cluster: Integrated initiative of a region to enforce branch-specific competencies Focus on 2 nd -/3 rd -tier suppliers Trend: suppliers out of different regions e.g. for: Standardizing Benchmarking Developing modules Auditing Know-how transfer 15 Cluster Activities: Examples To do the right things To do the things right The basis Strategy Programs Projects Management of Resources... Controlling, Management Systems Management, Organization, Employees Contracts Joint PR The The integetrated integetrated House House Branding Lobbying Checking new markets/ new chains Cooperation Joint purchasing Pools (e.g. financing/insurance insurance) Joint development Networking - Horizontal (e.g. toolmaking) - Vertical (e.g. end-to to-end process) Know-how how-maps Web-site Internal black board Standardizing Universities OEMs st tier suppliers Clusters 1 st HR-recruiting recruiting/development/ Know-how how-/ skill-transfer Standardizing 16 Cluster Activities: Examples Conclusion: It s a long way to integration! But: It can be done step-by-step! 17 Competition vs. Cooperation of Suppliers Competitive advantage The Ideal: networking of companies Price Competition Cooperation Strategic Partnership Stages Cooperation intensity high low Egoist low Strategic Partner Integrator Specialist high Competence 18 Competition vs. Cooperation of Suppliers The Preconditions: Shared vision Trust and confidence Will to cooperate 19 Imperatives for Clusters: Clear Strategy Markets Cost-Leader Volume Traditionel Business Model Value Chain The Integrator Integrating the chain Network- Control Daily Business + Delivery Proprietary Product/ Process Technology Systems Integration Innovation Preferred Area for Cluster Strategy Design + Prototyping to Specs Zero Defect Technology Products/ Specialist Service Process Control 20 Imperatives for Clusters: Clear Strategy Conclusion Clear strategy for advantaged position is necessary Perfect daily business as basis Innovation to get advantaged position Different OEM-chains to minimize risks 21 5. Conclusions: Opportunities and Tasks Bottlenecks are changing: after 2 nd World War: Production Markets Financing Growing markets for suppliers, but volatile (e.g. weak $) Supplier management needs more strategic skills controlling skills OEMs need a steady supply chain (good overall performance of suppliers) Large potentials in integrating the supply chain Large potentials in forming automotive clusters 22
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