One of the foundations for realizing the strategy of building a strong country in automobiles is to have a complete automobile industry system, and in particular, it must be supported by a strong component system. On September 7, at the 2013 China Automotive Industry Development (Telda) International Forum held in Tianjin Binhai New Area, the coordinated development of parts and vehicles was once again taken by the organizers as one of the key conversations.
Big suppliers must have integration and innovation capabilities
From the perspective of vehicle manufacturers, Philip Christian Eller, President of BMW China Services Co., Ltd., said that vehicle manufacturers entering the Chinese market must first learn to turn themselves into a more localized Chinese company, and that the realization of the local market must have certain conditions. One of them involves the development of relations with local suppliers.
In fact, it is not difficult to see from the trend of BMW's three major markets in the world that the current market order is China, the United States, and Germany. According to Philip Christian Eller, when BMW first entered the Chinese market 10 years ago, 80% of BMW vehicles did not have raw materials from China, but this situation has changed a lot. So far, 220 parts and components companies have become BMW's local direct suppliers in China. Due to the success of developing local supplier strategies, there are more companies from Changchun, Shenyang, Dalian, etc., and new suppliers around BMW's vehicle production base have joined the supply chain. This close cooperation has become very Big advantage.
Yang Xiaoming, Delphi Connector Systems Products Division and General Manager of Central Electrical Products Division Asia Pacific, said that the high requirements for system integration capabilities and technological innovation capabilities are of great significance to Tier 1 suppliers such as Delphi. The company's ability to conduct business with OEMs. It is understood that in the production layout of more than 20 factories in Delphi China, the proportion of engineering and technical personnel in the entire staff has exceeded 15%. Yang Xiaoming introduced that Delphi’s localization investment pays more attention to human capital, R&D facilities, and actual local development capabilities. It is mainly to cultivate soft strength, especially the strength of local product development in China.
In this regard, Shen Jun, vice president of Roland Berger International Management Consulting, affirmed Yang Xiaoming's statement from another perspective. He believes that from the standpoint of the OEM, the width and breadth of management needs to be very large. It not only requires the vehicle design, but also needs coordinated development in various aspects such as marketing and service. Therefore, vehicle manufacturers are more dependent on First-tier suppliers provide them with solutions.
Management granularity reflects quality and cost
What is the general strategy that vehicle companies adopt when working with suppliers? Shen Jun thinks it can be summarized into two aspects: On the one hand, general enterprises will actively promote platformization and modularization, which will greatly accelerate the development cycle, greatly increase the scale of procurement, and reduce the cost of the entire procurement. This requires suppliers to be able to cooperate with the global platform strategy of OEMs and be able to support globalization. On the other hand, through the generalization of parts and components to reduce the complexity of procurement, enhance the scale of procurement, and achieve control over the supply chain.
Relatively speaking, China's own brand manufacturers are now faced with a big problem: From the perspective of vehicle companies, their platforms share too much, causing the system to be confusing. Shen Jun believes that vehicle manufacturers not only have to administer commercial terms, but must also manage basic requirements, and not only stay at the first-tier supplier, but also have to register third-tier suppliers. The degree of refinement of management is very high, while at the same time technical level requires the integration of Tier 1 suppliers.
Correspondingly, the management of China's independent brand manufacturers is very extensive. To a large extent, technical management does not exist, and there is no clear requirement. Business management can only be managed to the first-tier suppliers. In addition, Chinese manufacturers tend to bargain over simple quotations throughout the entire business management process, and there is no suggestion from the above technology to help suppliers improve. This is actually the gap in supply chain management capabilities. This gap directly reflects the difference in quality and cost.
Now is a good time for independent suppliers to learn and improve
Due to differences in basic capabilities and gaps in management capabilities, are there fewer and fewer opportunities for independent vendors and suppliers? In fact, with the changes in the global auto industry's production pattern, the road for domestic independent suppliers should be wider and wider. Sen Changta, the president of India's Sensors Division, China's India region, uses automotive sensors as an example. In the past, only a few international suppliers were available for supply. Now this pattern is gradually changing.
Chang Hao introduced that on the one hand, Sensata served 70% to 75% of the entire vehicle company (actually a joint venture brand) in the Chinese market, and was also showing great energy to support and help China's own brand. For example, 90% of OEMs in China's commercial vehicle sector are China's own brands. Sensata is currently focusing on this one to help them upgrade their technology.
Chang Hao introduced an example, a relatively well-known domestic vehicle urea company needs a pressure sensor with anti-freezing capability, and the time required for mass delivery is very short. Under such pressure, Sensata completed the design and manufacturing tasks within the required delivery period through cooperation and efforts with customers, and contributed to the supplier's stable achievement of the National IV emission regulations. Chang Hao believes that in the current major shift in the automobile industry, local suppliers at all levels will participate in the core level of many technologies in the process of cooperation with international suppliers, and there will be great improvement in the ability of independent suppliers. help.
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