Abstract
Report Overview
This first edition report considers the key drivers within the industry along
with the changing nature of supplier/OEM relationships and the current
challenges and opportunities present within the market. It includes a
suppliers relationship survey of all the major global truck OEM' s and also
profiles each in detail. The report is some 342 pages in length.
Background to this research
It is clear by the long term growth of the commercial vehicle industry that,
despite current setbacks, the world relies increasingly on road transport as
the life blood of economic growth. The extraordinary combination of cost
efficiency and flexibility remains a winning combination, and transport by
truck cannot be replaced by other modes of transport. Trucks deliver around
80% of all freight worldwide and, in Europe alone 70Kg of goods per day per
person are delivered, and this is forecast to increase by around 63% before
the year 2030.
Today, the task of moving goods between two points is a part of an overall
supply chain process which has become sophisticated and efficient over the
last thirty years; what began as relatively small operations with
comparatively local and simplistic sourcing has grown to become a vast array
of global and regional suppliers serving a smaller number of regional and
increasingly global OEMs that are every bit as demanding as any sophisticated
industry, and often more demanding than the car manufacturing business.
For suppliers the industry is characterised by relatively long term
relationships in which the more dynamic OEMs demand the latest technology
improvements, as well as looking to suppliers to take a share of the
difficulties in harsh market conditions. The industry is notoriously cyclic,
particularly in North America, for many reasons, but generally it matches or
leads economic activity in demand terms. OEMs are looking for a range or
attributes in suppliers, but regardless of their individual methodology they
are generally seeking the benefits of economies of scale at a component or
system level including both cost - or price - advantage and technology
leadership.
Table of Contents
Executive Summary
Key drivers
- Fuel Efficiency
- Reduced Emissions
- Safety
The Changing Nature of Supplier/OEM Relationships
Current Challenges and opportunities
- Competition in the Aftermarket
Economic Recovery Programs
Truck OEM - Suppliers relationship survey by SupplierBusiness
European OEMs
- Current economic situation
German Suppliers
- DAIMLER
- Purchasing strategy and supply chain management
- Doing business with Daimler
- SupplierBusiness OEM survey - Daimler
- MAN NUTZFAHRZEUGE
- Purchasing Strategy and Supply Chain Management
- Doing business with MAN
- MAN Latin America
- SupplierBusiness OEM survey - MAN Nutzfahrzeuge
Swedish Suppliers
- SCANIA
- Purchasing strategy and supply chain management
- Doing business with Scania
- SupplierBusiness OEM survey - Scania
- AB VOLVO
- Purchasing strategy and supply chain management
- Doing Business with Volvo
- SupplierBusiness OEM survey - Volvo
- IVECO
- Purchasing strategy and supply chain management
- Doing Business with Iveco
- SupplierBusiness OEM survey - Iveco
- North American OEMS
- Current economic situation
- NAVISTAR / INTERNATIONAL
- Purchasing strategy and supply chain management
- Doing Business with Navistar
- SupplierBusiness OEM survey - International/Navistar
- PACCAR
- Purchasing strategy and supply chain management
- Doing Business with Paccar
- SupplierBusiness OEM survey - Paccar
Japanese OEMs
- HINO
- Purchasing strategy and supply chain management
- Doing Business with Hino
- SupplierBusiness OEM survey - Hino
- ISUZU
- Purchasing strategy and supply chain management
- Doing Business with Isuzu
- SupplierBusiness OEM survey - Isuzu
- Nissan Diesel
- Purchasing strategy and supply chain management
- Doing Business with Nissan Diesel
- SupplierBusiness OEM survey - Nissan Diesel
- Mitsubishi Fuso
- Purchasing strategy and supply chain management
- Doing Business with Mitsubishi Fuso
- SupplierBusiness OEM survey - Mitsubishi Fuso
Chinese OEMS
- China FAW (CFAGC)
- Purchasing strategy and supply chain management
- Doing Business with China FAW
- Dongfeng Motor Corporation
- Purchasing strategy and supply chain management
- Doing Business with Dongfeng
- Chinese - Dongfeng & FAW
Indian OEMS
- Tata
- Purchasing strategy and supply chain management
- Doing Business with Tata
- Ashok Leyland
- Purchasing strategy and supply chain management
- Doing Business with Ashok Leyland
- SupplierBusiness OEM survey - Indian OEMs
Supplier Profiles
- Allison Transmission
- ArvinMeritor
- Bosch
- Continental
- Cummins
- Delphi
- Denso
- Eaton
- Eberspacher
- Federal-Mogul
- GKN
- Haldex
- Knorr Bremise
- Metalsa
- ThyssenKrupp
- TMD Friction
- TRW Automotive
- WABCO
- Webasto
- ZF
Table of Figures
- Figure 1: WABCO' s OnGuardMax Autonomous emergency braking system
- Figure 2: movements March 2008 to March 2009
- Figure 3: Steel price movements September 2008 to March 2009
- Figure 4: ICD brands sold nationally by independent distributors in the UK
- Figure 5: Heavy truck supplier performance vs common stock indices
- Figure 6: Survey Company Size
- Figure 7: Survey Company Type
- Figure 8: Survey HQ Location
- Figure 9: Market share evolution >6 tonnes
- Figure 10: Daimler aims to engineer significant cost savings through
material optimisation
- Figure 11: Graphic representation how Daimler does business with its
suppliers
- Figure 12: Daimler' s performance based criteria
- Figure 13: A graphic representation of Daimler' s EBSC system
- Figure 14 - 36: SupplierBusiness Supplier/OEM survey results - Daimler
- Figure 37: MAN Nutzfahrzeuge unit sales 1988 - 2008
- Figure 38: Objectives and Strategic Fields of Central Purchasing
- Figure 39: International Procurement Offices established in Emerging
Markets - Central Purchasing Office in Munich covers all other
regions/countries.
- Figure 40 - 62: SupplierBusiness survey results - MAN
- Figure 63: Scania supplier categories
- Figure 64: Scania geographical sourcing
- Figure 65 - 87: SupplierBusiness survey results - Scania
- Figure 88: A schematic of Volvo' s quality procedures
- Figure 89 - 107: SupplierBusiness survey results - Volvo
- Figure 108: Iveco revenues and trading profit 2007/ 2008
- Figure 109: Fiat Components and Production results 2008
- Figure 110: Iveco' s special vehicles mission
- Figure 111 - 133: SupplierBusiness survey results - Iveco
- Figure 134: US Class 4-5 retail sales forecast
- Figure 135: US Class 6-7 retail sales forecast
- Figure 136: US class 8 retail sales forecast
- Figure 137: US Percentage change in industrial output
- Figure 138: Activity in key US truck market segments
- Figure 139 - 161: SupplierBusiness survey results - International/
Navistar
- Figure 162: Paccar supplier numbers 1999 - 2008
- Figure 163: Paccar supply covered by long term agreements
- Figure 164: Paccar three major commodity groups
- Figure 165: Global purchasing at PACCAR
- Figure 166: PACCAR supplier requirements
- Figure 167: Schematic of Paccar new supplier progress
- Figure 168 - 190: SupplierBusiness survey results - Paccar
- Figure 191 - 213: SupplierBusiness survey results - Hino
- Figure 214: Isuzu Mid-Term Business Plan April 2008 - March 2011
- Figure 215: Isuzu' s Alliance Strategy
- Figure 216 - 238: SupplierBusiness survey results - Isuzu
- Figure 239: A schematic diagram of Nissan Diesel' s relationships with
customers and suppliers
- Figure 240 - 262: SupplierBusiness survey results - Nissan Diesel
- Figure 263 - 285: SupplierBusiness survey results - Mitsubishi
- Figure 286 - 308: SupplierBusiness survey results - Dongfeng and FAW
- Figure 309 - 331: SupplierBusiness survey results - Ashok Leyland and
Tata
| 
