SupplierBusiness：針對Audi的零件供應 是由出版商SupplierBusiness在2009年07月所出版的。
這份英文市場調查報告書包含60 pages 價格從美金1480起跳。
Abstract
Report Overview
The last few months have underlined the importance of the OEM customer base of
each supplier for medium- and long-term strategic success. This report, as a
part of the Supplying OEMs series, provides guidance and insight into the
OEM' s strategic position on the purchasing side.
- OEM' s current standing
- Production strategy (Locations, Platforms,etc)
- Procurement spending and organisation
- Levels of vertical integration
- Biases in supplier selection
- Business practices regarding pricing and quality
- R&D Spending and focusings
- Modules and systems outsourcing policy
- Forward Model Programs
- SWOT Analysis of Supplying the OEM
After having provided an overview on the current standing of the OEM with
regards to various aspects including sales, financial performance, product
line-up and the macroeconomic environment, the report analyses the production
strategy of the car maker going through the operations, revealing where
volumes are expected to occur at a geographical and program level and
deciphering the car maker' s platform strategy. The core topic is the analysis
of the car maker' s purchasing strategy with a focus on the most critical areas
of the interface with its supply base involving supplier selection, price
policy, quality approach, R&D and modules and systems.
Based on original research and SupplierBusiness' well-established surveys of
working experiences with OEMs over the last few years, the report also
provides the opportunity to grasp how current suppliers rate OEMs about a
complete range of aspects that really matter to the supply base.
The report includes the SWOT analysis of supplying the OEM along with IHS
Global Insight' s much respected Forward Model Programs and a list of the major
suppliers by component sector.
Thanks to its added value and unique insight, the report is a must for those
suppliers looking to re-optimise their customer portfolio in light of the
major changes currently underway in the global automotive sector.
Research background
In spite of a massive slowdown in sales, particularly marked in the premium
segments, and there being little sign of an economic recovery, Audi has been
able to record sales decreases similar to those considered ‘volume'
players and is generally faring better than its German competitors BMW and
Mercedes. After having passed the milestone of one million sales in 2008, the
German OEM has a challenging target of 1.5m sales by 2015. But however likely
the automaker is to achieve such an ambitious target, there is room for volume
growth at Audi and its suppliers are set to benefit from that.
Nonetheless, suppliers have raised doubts about Audi' s commitment to quality,
which has affected the way the automaker is perceived by customers, as well as
in research and development departments. Right now, Audi can brag some of the
most successful partnerships with suppliers which lead to the introduction of
breakthrough technologies.
As the new Modular Platform Strategy is being introduced at VW group level,
major changes are taking place on supplier selection as well as other aspects
of the automaker' s sourcing strategies. The "Supplying Audi" report identifies
these, as well as where opportunities lie for suppliers. The procurement
policies and business practices of the car maker are examined in detail,
focusing on areas such as pricing, quality, R&D and supplier selection.
Table of Contents
1. OVERVIEW OF THE CAR MAKER
- 1.1 An incubator of human capital and industrial practices
- 1.2 Keeps VW in the black and liquid
- 1.3 Better sales momentum than its peers in Europe and US
- 1.4 First premium car maker in China
- 1.5 No scale-back on expansion plans of product line-up, even if...
- 1.6 Implications of the VW-Porsche merger
2. PRODUCTION STRATEGY
- 2.1 Production concentrated in Germany
- 2.2 No North American production for the moment
- 2.3 Expansion of China operations
- 2.4 Small Indian CKD operations
- 2.5 Flexible saturation of capacity
- 2.6 Modular Platform strategy
- 2.7 Increased vertical integration with more in-house operations?
- 2.8 Other implications of the modular platform strategy
- 2.9 Collaboration with Porsche set to increase
3. PURCHASING STRATEGY
- 3.1 Increasing strategic importance of the Purchasing function
- 3.2 The strengths Audi' s Purchasing function
- 3.3 Other consequences of the modular platform approach on purchasing
- 3.4 Supplier Selection
- 3.4.1 European suppliers more likely to become partners
- 3.4.2 Procurement focus regions
- 3.4.3 Opportunities with global sourcing
- 3.4.4 Supplier selection with the new modular platform approach
- 3.4.5 Reduction of critical suppliers at a group level
- 3.4.6 New locations for raw material
- 3.5 Pricing policy
- 3.5.1 Looser pricing policy...
- 3.5.2 ...maybe short-lived
- 3.5.3 Little room for mark-up by suppliers
- 3.5.4 Areas of improvement
- 3.6 Approach to quality
- 3.6.1 Less demanding than BMW and Daimler
- 3.6.2 Enhanced organisation for quality assurance
- 3.6.3 Spreading of practices from VW
- 3.7 Research and development
- 3.7.1 Successful stories of partnership in R&D...
- 3.7.2 Lower R&D investment to harm Vorsprung durch Technik?
- 3.7.3 Keeping in-house product development
- 3.7.4 Building up expertise for hybrids, but...
- 3.7.5 ...Diesels have the most potential
- 3.7.6 R&D focusings and opportunities for suppliers
- 3.8 Modules and systems
- 3.8.1 Less freedom in outsourcing of modules and systems
- 3.8.2 Faurecia main supplier of modules
4.OEM-SUPPLIER RELATIONS SURVEY RESULTS FOR AUDI
- 4.1 Negotiations
- 4.1.1 Time-consuming negotiations
- 4.1.2 Demands for price reductions
- 4.1.3 Rating of payment terms
- 4.1.4 Keeping agreements on price
- 4.1.5 Willingness to reward cost saving ideas
- 4.1.6 Willingnesss to pay for development costs
- 4.2 Quality
- 4.2.1 Demands to achieve high quality
- 4.2.2 Demands for testing and validation
- 4.2.3 Product liability guarantees
- 4.3 Technology
- 4.3.1 Demands for best product technology
- 4.3.2 Technical competence
- 4.3.3 Opportunities for return on investment
- 4.3.4 Use of modules
- 4.3.5 Development of systems with suppliers
- 4.4 Organisation
- 4.4.1 Quality of communication
- 4.4.2 Support in avoiding problems
- 4.4.3 Quality and stability of volume planning
- 4.4.4 Preparation for model launch
- 4.4.5 Level of redesign required
- 4.5 Trust
- 4.5.1 Trust in commercial partnerships
- 4.5.2 Level of protection for suppliers' intellectual property
- 4.6 Attractiveness
- 4.6.1 Attractiveness
- 4.6.2 Long-term prospects
- 4.6.3 Openness to new suppliers
- 4.6.4 More or less business
- 4.6.5 Business in three years time
5. SWOT ANALYSIS OF SUPPLYING AUDI
6. MANUFACTURING FOOTPRINT
7. FORWARD MODEL PROGRAM
8. MAJOR SUPPLIERS BY COMPONENT SECTOR
- 8.1 Chassis/Underbody
- 8.2 Electrical/Electronic
- 8.3 Exterior
- 8.4 Interior
- 8.5 Powertrain
Table of Figures
- 1 - Global sales of premium car makers
- 2 - Sales volumes in China for Premium car makers
- 3 - Audi' s German Plants
- 4 - Audi' s CKD Assembly line in Aurangabad, India
- 5 - Modular Matrix - MQB and MLB
- 6 - Development from multi-platform strategy to one modular matrix
- 7 - Breakdown of the consolidated cost of materials by Group Company in
2008
- 8 - Volkswagen Group Purchasing Organisation
- 9 - Audi TT Roadster Aluminium Space Frame
- 10 - OEM-Supplier relations survey - Time-consuming negotiations with OEMs
- 11 - OEM-Supplier relations survey - OEMs' reliability in keeping
agreements on price
- 12 - OEM-Supplier relations survey - OEMs' willingness to reward
cost-saving ideas change
- 13 - OEM-Supplier relations survey - OEMs demands to achieve high quality
change
- 14 - OEM-Supplier relations survey - OEMs' demands for testing and
validation
- 15 - OEM-Supplier relations survey - OEMs' demands for best product
technology
- 16 - OEM-Supplier relations survey - Opportunity to make acceptable ROI
from OEMs
- 17 - OEM-Supplier relations survey - OEMs' quality and stability of volume
planning
- 18 - OEM-Supplier relations survey - Required redesign during development
for selected OEMs
- 19 - OEM-Supplier relations survey - Level of protection for intellectual
property from selected OEMs
- 20 - OEM-Supplier relations survey - OEMs' long-term prospects rating
- 21 - OEM-Supplier relations survey - Willingness to do more or less
business with selected OEMs
