and the most important challenges…

At present, the automobile industry is being characterized by a strong structural change, which involves great challenges, but also great chances. The changing complex market environment demands

  • recognition of growth segments and markets in good time,
  • optimising value-added strategies and
  • developing new, innovative development potentials

in order to be positioned for tomorrow’s competition in a flexible and future oriented way.

New automotive markets are increasingly gaining in importance. China is the world’s largest market for new cars, with sales simultaneously stagnating on the traditional, established markets.

New framework conditions, such as for example social acceptance of automobiles, are changing and demand an adaptation of the automotive industry in dimensions unknown up to now.
This also includes the continuous rise of fossil energy prices to be expected and the implementation of ambitious climate policy requirements for the road traffic sector. These developments demand new innovation approaches, leading to a diversification of propulsion concepts with highly efficient and alternative powertrains and at the same time resulting in completely new mobility concepts.

At the same time, subjects such as sustainable growth, cost optimisations, building up new business fields and long-term strategic alignment are an integral part of such a reorientation.

In the long term, therefore, it is imperative to concentrate on the following focal points, which, however, have to be adapted to the market requirements in question:

  • development of growth markets, recognition of chances at an early stage and making sensible use of them
  • reducing excess capacities, with simultaneous adaptation in growth markets
  • cost-leadership through continuous improvements of productivity and flexible equipment in manufacturing
  • optimisation, i.e. reduction of the number of vehicle platforms with a simultaneous expansion of the product portfolio
  • making use of and extending IT interlinking, vehicle-to-vehicle and vehicle-to-infrastructure communications
  • compensating higher costs of new drive concepts by saving costs in the entire value chain
  • strategic involvement of suppliers, establishment of production capacities on site
  • logistics as a central element of overall concept design
  • diversification within the framework of the model portfolio on offer, the drive concepts used and the materials used
  • development of new mobility concepts, from a pure product provider to an extensive service provider.

Automotive Manufacturers

Competition only from Japan?

Certainly not! Korea, China, India, ... This competitive pressure permanently forces German companies to revise and optimise their processes and systems with a view to new challenges. In addition, there are the requirements for additional personnel capacities as product life cycles are permanently being curtailed. But at the same time, the enormous cost and rationalisation pressure means permanent optimisation of human resource allocations. The consequences are repeated short-term requirements for experienced managers and specialists.

Automotive Suppliers

Cost pressure with maximum quality

The suppliers have to accompany the changes in the manufacturers' processes and systems under even greater competitive pressure - they permanently have to reduce costs and/or increase performance. However, they only have limited access to the resources necessary in order to produce and implement the corresponding concepts. This is why consultants with good contacts to the OEM are particularly being looked for, as they have the necessary knowledge of the processes in both directions of the supply chain and can also take on a mediating role between the supplier and the OEM if needed.

Logistic service Companies

Complex sequences and IT

In most cases the close connection between manufacturers and suppliers is provided by logistic service companies. For this, a close interconnection of  information technology amongst manufacturers, suppliers and logistic service companies is required, presupposing specific know-how and experience. The internal logistic processes within the manufacturers themselves have also gained in complexity. Supply of production parts, the distribution of spare parts and new vehicles have to be organised on a world-wide basis. This results in the requirement for increasingly higher demanding IT support for the external logistic service providers.

Automotive Sales

Challenges which change every day

Customer inquiries on financing, leasing and part exchange of old vehicles, returns and assessment of leasing returns and purchasing of second-hand cars are the objects of everyday work. Control of the internal value-added chain is an integral part and a building block for sustainable success. This results in more complex business processes, which also demand a highly capable information technology. This can increasingly only be planned, implemented and introduced with experienced consultants and specialists.


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