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市場調查報告書
全球汽車零件產業之最佳實踐統計年鑑：第8版
Global Best Practices Statistical Yearbook, 8th Edition
| 出版商 |
Autelligence |
| 出版日期 |
2011年05月 |
商品編碼 |
195711 |
| 內容資訊 |
英文 231 Pages |
| 價格 |
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全球汽車零件產業之最佳實踐統計年鑑：第8版 是由出版商Autelligence在2011年05月所出版的。
這份英文市場調查報告書包含231 Pages 價格從美金1595起跳。
本報告為，科學性分析汽車零件供應商競爭力之結果，分析其庫存管理、品質表現、業務信譽、彈性、人力資源開發、產品技術創新等整體供應鏈情形，並提供因應快速變化之國際標準對策、競爭力、國際性最佳實踐、拿手及不拿手領域、業務疏失對客戶之影響、整體型態、據點、公司規模、致力開發市場等影響業績因素以及適當評估自家業績之必要資訊等，以下列摘要形式闡述。
第1章 本年鑑之價值
- 標竿分析對全球汽車零件業之重要性
- 促進市場成長之方式及評估方式
- 成本管理所需方式
- 品質表現
- 供應鏈之彈性
- 供應鏈之信譽
- 人力資源開發
- 產品開發
- 財務表現分析
- 收錄於數據庫之企業簡介
- 據點
- 公司規模
- 汽車業之次項目
- 主要市場
- 整體型態
- 業務簡介
- 摘要
- 無列為WCM標準卻產生之成本計算
- 無刊載於第2章及第3章之統計數字說明
第2章 產業表現分析
- 市場驅力1：成本管理
- 2010年成本管理中相關表現之定性分析
- 總庫存量
- 原料之庫存量
- 半成品之庫存量
- 成品之庫存量
- 市場驅力2：公司內部及公司外部品質之表現
- 2010年公司內及公司外部品質相關表現之定性分析
- 退貨率
- 公司內部之廢品率
- 公司內部之報廢率
- 公司內部之再加工率
- 供應企業之退貨率
- 市場驅力3：供應鏈之彈性
- 2010年供應鏈之彈性相關表現之定性分析
- 因應國內訂單的準備時間（成品）
- 因應國外訂單的準備時間（成品）
- 因應國內訂單的準備時間（生產工程起）
- 因應國外訂單的準備時間（生產工程起）
- 製造處理時間
- 替換機械/工具損失之生產時間
- 由國內供應企業訂單至交貨準備時間
- 由國外供應企業訂單至交貨準備時間
- 市場驅力4：供應鏈之信譽
- 2010年供應鏈之信譽相關表現之定性分析
- 交貨期間內無法全數交貨案件之比例
- 因機械故障損失之生產時間
- 因工具故障損失之生產時間
- 因材料供應不足損失之生產時間
- 總保守估計時間中預留故障作業時間之比例
- 估應企業於交貨期間內無法全數交貨案件之比例
- 市場驅力5：人力資源開發
- 2010年人力資源開發相關表現之定性分析
- 研修費用於整體酬勞之比例
- 每一員工於生產線外實際研修之天數
- 受理每一員工提案之件數
- 受理每一員工提案之執行件數
- 管理人員之離職
- 員工之離職
- 僱員之離職率
- 曠工率
- 意外發生頻率
- 市場驅力6：產品開發
- 2010年產品開發相關表現之定性分析
- 研發費用
- 上年發表產品銷售量之比率
- 進行於開發階段中產品之比例
- 財務表現
- 財務表現之定性分析
- 2006∼2009年之銷售成長
- 營運利益
- 對新設備投資之內容
第3章 虧損相關分析結果
- 2010年整體產業情形
- 2010年產業次項目之情形
- 內裝
- 線組/電子儀器
- 鑄造零件
- JIT組裝零件
- 金屬成型/加壓成型零件
- 金屬成型零件
- 組件
- 精密儀器加工零件
- 塑膠模壓零件
- 其他
- 2010年規模別企業簡介
- 2010年所有類型企業簡介
- 2010年中心市場別企業簡介
- 2010年經濟圈別企業簡介
附錄I：全球汽車業分析：企業規模上加強競爭力之重要性
附錄II：競爭力之自我評估
附錄III：詳細產業標竿分析
Abstract
The Global Best Practices Statistical Yearbook, now in its 8th Edition, is the
foremost scientific analysis of automotive supplier competitiveness.
The yearbook is an invaluable tool for managers who need to better understand
their performance in relation to international best practice. It covers the
entire value chain, including inventory control, internal and external quality
performance, operational reliability and flexibility, human resource
development and product innovation.
The Global Best Practices Statistical Yearbook helps you answer questions
such as:
- Are we meeting the rapidly changing standards of the global automotive
industry?
- How competitive are our operations?
- Do we know what defines global best practice standards for our operations,
and do we meet them?
- In which areas do we excel and/or fail?
- What cost do we transfer on to customers as a result of our operational
deficiencies?
- Does ownership, geographical location, firm-size, or market-focus really
matter in respect of performance standards?
- Do we measure properly? If not, which measures apply particularly to us
and how can we begin measuring them?
Created with participation from companies such as Becker, DaimlerChrysler,
Dana, Faurecia, Federal Mogul, GM, Lear, Timken, Toyota, Visteon, Denso,
Dunlop and ZF Lemforder, it consists of six sections of firm-level statistical
data, grouped under six market driver indicators:
- 1. Cost control
- 2. Quality performance
- 3. Value chain flexibility
- 4. Value chain reliability
- 5. Human resource development
- 6. Product development
Detailed 8th edition changes and improvements
The 8th edition significantly improves coverage in several key areas:
- 1. Ease of use: Based on feedback from customers, data presentation
has been substantially simplified and consolidated into one clear, concise
section that displays both aggregated and disaggregated data.
- 2. Database size: The dataset contains 358 firms for the 8th edition
- 3. Waste (previously cost) performance benchmark: An average and
upper quartile waste benchmark performance assessment is included for each of
the categories of firms assessed. In previous editions, the analysis
considered costs as a percentage of sales. The analysis has been further
developed and, in this edition, waste is represented as a percentage of
Manufacturing Value Addition (MVA). This is considered a more accurate measure
for manufacturing firms when considering their unnecessary costs or waste
levels.
- 4. Market driver analysis of performance: The Yearbook now contains
a concise analysis of the most pertinent competitiveness issues that emerge
for each market driver covered. This should assist firms to identify the key
challenges that are likely to be impacting on them for each area covered as a
result of their operating profile.
- 5. Global automotive industry developments: Analysis of the latest
trends, developments and forecasts of the automotive industry at a global
level is included as an appendix. The relevance of the yearbook is made
explicit in the appendix, with the difficulties being experienced by the
automotive assembly and components industry clearly described.
Table of Contents
Foreword
Disclaimer
Copyright
Introducing Benchmarking and Manufacturing Analysts
About the author
Background
- 8th Edition Yearbook changes
- Structure of the Yearbook
- Yearbook benefits
- Queries
Section 1 - Identifying the value of the Yearbook
- 1.1. Contextualising the importance of benchmarking to the global
automotive components industry
- How did the Western automobile industry catch-up with the Japanese?
- How did they make this comparison with Japanese practices?
- Who to benchmark against?
- What to benchmark?
- Who should do this benchmarking?
- Relevance of benchmarking to the global auto components industry?
- B&M Analysts' benchmarking tool
- 1.2. The market driver methodology and measurement formulae
- 1.2.1. Cost Control Measures
- 1.2.2. Quality performance
- 1.2.3. Value chain flexibility
- 1.2.4. Value chain reliability
- 1.2.5. Human resource development
- 1.2.6. Product development
- 1.2.7. Financial performance findings
- 1.3. Profile of firms in the database
- Geographical location
- Firm Size
- Automotive sub-sector
- Market focus
- Ownership
- Operating profile
- Summary
- 1.4. Calculating the cost of not adhering to WCM standards
- 1.5 Reading the statistics presented in Section 2 and 3
Section 2 - Industry performance findings
- Market driver 1: Cost Control
- Cost control qualitative performance analysis for 2010
- Total inventory holding
- Raw material inventory holding
- Work in progress inventory holding
- Finished goods inventory holding
Market driver 2: Internal and external quality performance
- Internal and external quality qualitative performance analysis for 2010
- Customer return rate performance
- Internal reject rate
- Internal scrap rate
- Internal rework rate
- Supplier return rate
Market driver 3: Value chain flexibility
- Value chain flexibility qualitative performance analysis for 2010
- Response time to domestic customer orders from finished goods
- Response time to international customer orders from finished goods
- Response time to domestic customer orders from production
- Response time to international customer orders from production
- Manufacturing throughput time
- Production time lost to machine/tool changeovers
- Response time from order placement to domestic supplier delivery
- Response time from order placement to international supplier delivery
Market driver 4: Value chain reliability
- Value chain reliability qualitative performance analysis for 2010
- Percentage of deliveries to customers not on time and in full
- Production time lost to machine breakdowns
- Production time lost to tool breakdowns
- Production time lost to materials unavailability
- Breakdown maintenance time as % of total maintenance time
- Percentage of deliveries from suppliers not on time and in full
Market driver 5: Human resource development
- Human resource development qualitative performance analysis for 2010
- Training expenditure as a % total remuneration
- Formal off-line training days per employee (all)
- Suggestion received per employee
- Suggestions received and implemented per employee
- Management turnover
- Staff turnover
- Labour turnover rate
- Absenteeism rate
- Accident frequency rate
Market driver 6: Product development
- Product development qualitative performance analysis for 2010
- R&D Expenditure
- Proportion of sales from products released in last year
- Proportion of products in the growing phase of their cycle
- Financial performance
- Financial performance qualitative performance analysis
- Turnover growth 2006-2009
- Operating profit
- Breakdown of new capital equipment expenditure (CAPEX)
Section 3 - Industry waste analysis findings
1. Industry profile for 2010
- 2.1. Sub-Sector profile for 2010 - Trim
- 2.2. Sub-Sector profile for 2010 - Harnesses/Electronics
- 2.3. Sub-Sector profile for 2010 - Foundries/Forges
- 2.4. Sub-Sector profile for 2010 - JIT Assembly
- 2.5. Sub-Sector profile for 2010 - Metal forming/pressing
- 2.6. Sub-Sector profile for 2010 - Metal fabrication
- 2.7. Sub-Sector profile for 2010 - Components
- 2.8. Sub-Sector profile for 2010 - Precision Machining
- 2.9. Sub-Sector profile for 2010 - Plastic Moulding
- 2.10. Sub-Sector profile for 2010 - Other
- 3.1. Firm Size profile for 2010 - 1-150
- 3.2. Firm Size profile for 2010 - 151-250
- 3.3. Firm Size profile for 2010 - 251+
- 4.1. Ownership Type profile for 2010 - Multinational
- 4.2. Ownership Type profile for 2010 - Locally Owned
- 5.1. Market focus profile for 2010 - OEM
- 5.2. Market focus profile for 2010 - Aftermarket
- 5.3. Market focus profile for 2010 - Other Component
- 6.1. Economy Type profile for 2010 - Developed
- 6.2. Economy Type profile for 2010 - Developing
Appendix I - Global automotive industry analysis: The need for improved firm-level competitiveness
- Profile of the global automotive industry
- Major vehicle assembler performance trends
- Major automotive component manufacturer performance trends
- Mergers and acquisitions (M&As)
- Geographical spread of production: Trends and forecasts
- Major global market trends
- Global automotive industry summary
Appendix II - One page competitiveness self-assessment
Appendix III - Detailed industry benchmark data
Appendix IV - Detailed industry benchmark data
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