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汽车业全球采购的发展趋势
Global Sourcing Trends in the Automotive IndustryApril 21, 2009
Shanghai, China
Dr. Lian Hoon LimPartner
Head of Greater China Supply Management and Operations Practice
Copyright © 2009 by A.T. KearneyThis document was prepared by A.T. Kearney for use by a joint Client and A.T.
Kearney team and may not be used for other purposes, or disclosed to other parties without the written permission of A.T. Kearney
-1-
Agenda
Introduction and Executive SummaryGlobal Sourcing TrendsBest Practices of Global Sourcing Leaders• Strategic Sourcing Tools• LCC Sourcing Organizational Alignment
-2-
Dr. Lian Hoon Lim
Partner
Head of Supply Management and Operations Practice, Greater China
A.T. Kearney Management Consulting
B.Sc. (Eng.) & Ph.D. in Electrical and Electronic engineering, Imperial College of Science, Technology and Medicine, University of London, U. K.
Dr. Lim has over eighteen years of industry and consulting experience in highly engineered products industries. During his time in industry he managed engineering and manufacturing in the electronics and related equipment industries.
During his more than ten years of consulting, most of which was in Asia, Dr. Lim has worked in the automotive, industrial goods, high technology, and logistics industries. He has consulted closely with many global and domestic companies on procurement strategies, governance and transformation and is a recognized thought-leader in the field of supply management and global sourcing.
A resident of Hong Kong, Dr. Lim speaks English, Malay, Indonesian, Mandarin, and Cantonese.
林莲云博士 (Dr. Lian Hoon Lim)
全球合伙人
大中华区供应与运营咨询部负责人
科尔尼企业咨询公司
英国伦敦大学帝国科学技术与医学学院,工程学士,电气与电子工程博士
林博士在工业工程方面拥有超过十八年的行业及咨询经验。曾经在电子及相关设备行业从事过多年工程与制造管理工作。
林博士过去十多年的咨询经验主要集中在亚洲,行业涉及汽车、工业品、高科技及物流等。他曾为多家国际及国内大型企业提供过采购战略、公司治理及转型等方面的咨询。他在供应链及全球采购方面被公认为资深专家。
林博士定居于香港,能够讲流利的英语、马来语、印尼语、普通话、及广东话。
Profile of SpeakerIntroduction and Executive Summary
-3-
A.T. Kearney is a global management consulting firm with over 80 years of operation
Moscow
Singapore
Düsseldorf
Milan
Stuttgart
Munich
Berlin
CopenhagenOslo
New York
Toronto
AmsterdamBrussels
Paris
MadridLondon
Hong KongShanghai
Seoul
Vienna
Warsaw
BeijingKuala Lumpur
Lisbon
Rome Stockholm
Zurich
Washington, D.C.
Detroit
Boston
Helsinki
Bucharest
LjubljanaAbu Dhabi
ManamaRiyadh
SydneyMelbourne
JakartaNew Delhi
Bangkok
MumbaiDubaiAtlanta
Mexico City
Dallas
San Francisco
Chicago
São PauloPrague
Frankfurt
Tokyo
• Founded in 1926 with headquarters in Chicago
• 2,500 employees worldwide, with1,700 consultants
• Offices in major business centersof 35 countries
• About 2,000 engagements per year
• 80% of projects serve repeatclients
A.T. Kearney Facts
A.T. Kearney was one of the earliest high value-added management consultancies to enter China
A.T. Kearney Global Footprint
Introduction and Executive Summary
-4-
Strategy & Organization
AerospaceAnd Defence
Auto-Motive
Process Industries
FinancialInstitutions
ConsumerGoods And
Retail
Pharma-ceutical
& Health-Care
Logistics/ Transpor-
tation Utilities
A.T. Kearney Industry Groups
Communi-cations
And High Tech
Marketing & Sales
OperationsManagement
Strategic Information Technology
Organization Design
Strategic Sourcing & Supply Chain Management
Func
tiona
l Pra
ctic
esOur network of functional practices and industry groups enables us to rapidly develop and deploy our know-how and expertise throughout the world
Introduction and Executive Summary
-5-
Client Competitive Advantage…
…On A Global Basis
Implementation and Tangible Results
A.T. Kearney offers end-to-end capabilities across strategy, organizational effectiveness, operations, technology and implementation
• Corporate vision/strategy• Portfolio structuring• Value-based restructuring• Strategic planning process• Global expansion strategy• Mergers and acquisitions• Economic value analysis / industry
benchmarking• New product/market/channel
strategy• Brand Management• Domestic/export market evaluation
and validation• Market penetration planning• Category profitability• Measuring brand equity
• Organizational effectiveness and design
• Enterprise transformation• Change management• Organizational learning• Training and empowerment• Compensation• Measurement systems• Roles & responsibilities
alignment • Institutionalizing world class
capabilities• Process reengineering
• Product development / management
• Manufacturing excellence• Quality improvement• Supply chain integration• Strategic/global sourcing• Logistics and transportation• Network analysis• Negotiations management• Customer service• Sales force effectiveness• Cycle time improvement• Cash-flow management• Store operations• Performance management
• IT strategy• IT effectiveness — diagnostics and
blueprinting• IT planning architecture and
enterprise models• IT sourcing• IT implementation — enterprise
solutions and EIS• ERP value improvement• Customer solutions (CRM)• Sourcing solutions• Supply chain solutions
Information Technology
Skills
Supply Chain/Operations Expertise
OrganizationalEffectiveness
ImprovementStrategic/Industry
Insights and Analysis
Introduction and Executive Summary
A.T. Kearney Capabilities
-6-
Based on our client work and global sourcing surveys, we foreseethat purchasing from emerging markets will continue, but will require a wider set of tools and organizational adaptation to achieve full benefits
Sourcing from emerging markets will continue to be important, but simply buying from these markets is insufficient to maintain cost leadership• A.T. Kearney consolidated views of 295 purchasing executives in its 2008 Assessment of Excellence in
Procurement (AEP) study• Emerging market sourcing remains prevalent, with interest shifting from China and Eastern Europe
toward Brazil, Russia, and India• Simply sourcing from an LCC is insufficient to maintain leadership, as the cost reduction gaps between
‘leaders’ and ‘followers’ has closedLeaders in global sourcing apply traditional leverage tools more systematically and also use more strategic relationship approaches to gain above average benefits• Leaders more systematically apply leverage strategies get LCC sourcing working for them• Leaders use all of the sourcing toolbox, including strategic relationship strategies, not just buyer power-
based bullyingCompanies must appropriately align their organizations to obtain the full benefits of low cost country sourcing• In addition to external market factors, internal organizational factors are often equally important for LCC
sourcing success, but less visible• Successful LCC procurement initiatives apply a “push” to complement the “pull” from LCC supply
markets to address internal bottlenecks• Best practice organizations establish a full set of local capabilities, including test centers, to facilitate
rapid capture of low cost country sourcing opportunities
Executive Summary
Introduction and Executive Summary
-7-
Agenda
Introduction and Executive SummaryGlobal Sourcing TrendsBest Practices of Global Sourcing Leaders• Strategic Sourcing Tools• LCC Sourcing Organizational Alignment
-8-
A.T. Kearney has conducted its Assessment of Excellence in Procurement (AEP) study six times since 1992, most recently in 2008
Source: A.T. Kearney 2008 AEP Study
2008 Study Details600 elements benchmarked across 26 best practicesAverage participant is US$10 Billion in revenuesOnly those with established capabilities participatedSelected and verified 18 leaders (6 NA, 1 SA, 9 EU, 2 Asia) across 12 industries based on • Top overall scores• Strong, world-class performance in at least 3 “rooms”• Above average overall performance in each “room”The 2008 study had an increased emphasis on:• Global Sourcing and Emerging Markets• Supplier Relationship Management (SRM)• Technology
19921996
• Participant Profile:– 25 North America
25 Total Participants
77 Total Participants 1999
2002
2004
2008
295+Total Participants
• Participant Profile:– 51 Europe– 26 North America
• Participant Profile:– 86 Europe– 50 Americas– 26 Asia and
Emerging Markets
• Participant Profile:– 84 Americas– 45 Europe– 18 Asia and Emerging
Markets
• Participant Profile:– 127 Europe– 108 Americas– 46 Asia-Pacific
• Participant Profile:– 149 Europe– 111
Americas– 35 Asia-
Pacific
444 … and growing
147 Total Participants
162 Total Participants
638
275+Total Participants
Global Sourcing Trends
-9-
Emerging market sourcing remains prevalent, with interest shifting from China and Eastern Europe toward Brazil, Russia, and India
Summary Observations
• Among the BRIC countries, the expected growth rate of sourcing from China appears to be slowing (though 2009 has brought some rebound)
• Both Leaders and Followers, on an average, are increasing sourcing from India by 10%
• Leaders are reducing the level of sourcing from Eastern Europe
• Over 50% of both leaders and followers are sourcing from developed regions like North America and Western Europe
• With the recent depreciation of the Korean Won, Korea has become a market of interest for global auto sourcing
Note: (1) Data includes responses from Non-BRIC countries onlySource: A.T. Kearney 2008 AEP study
3%
8%
6%
4%
3%
2%
8%
4%
13%
6%
0%
0%
-6%
-6%
13%
0%
TodayAbsolute change in 2 years from now
21%
11%
16%
24%
26%
39%
33%
46%
13%
25%
31%
38%
50%
56%
56%
63%
Emerging Markets Sourcing Profile(% Companies Sourcing for Global Operations)
Global Sourcing Trends
China
India
Eastern Europe - EU
Eastern Europe - Non-EU
South East Asia
Mexico
Russia
Brazil
Leaders Followers
-10-
Capital Expenditures
8.1% 7.7%
2.1%4.7%
2004 2008
Direct Materials
5.3% 4.5%
1.9%3.6%
2004 2008
Simply sourcing from an LCC is insufficient to maintain leadership, as the cost reduction gaps between ‘leaders’ and ‘followers’ has closed
Overall, the cost reduction gap between Leaders & Followers has closed by over 50%
Indirect Materials
5.0% 6.0%2.9%
4.5%
2004 2008
Services
9.8%5.6%
3.6% 3.9%
2004 2008
-74%
Gap Reduction
-50%
Gap Reduction
-73%
Gap Reduction
-29%
Gap Reduction
Global Sourcing Trends
Average Annual Savings Achieved Over the Past Two Years
Source: A.T. Kearney 2008 AEP study
Leaders Followers
-11-
Agenda
Introduction and Executive SummaryGlobal Sourcing TrendsBest Practices of Global Sourcing Leaders• Strategic Sourcing Tools• LCC Sourcing Organizational Alignment
-12-
Leverage Oriented Relationship Oriented
Leaders more systematically apply leverage strategies and more often use relationship strategies to get sourcing working for them
A.T. Kearney’s Procurement “Gemstone”
67
3372
47
64
23
4427• Pool volumes across
organization• Consolidate number of
suppliers• Bundle sub-categories
and source
• Compare “total” costs/ total value (TCO)
• On-line bidding and auctions
• Model “should-costs”• Introduce new suppliers
• Expand geographic supply base
• Develop new suppliers in emerging markets
• Exploit global supply/demand imbalances
• Conduct value analysis through product performance testing
• Harmonize specifications or adopt industry standard specifications
• Examine strategic make vs. buy• Employ strategic alliances/ partnering• Develop corporate point of contact
and supplier governance
• Optimize material flow
• Streamline ordering process
• Conduct training to minimize product waste and maximize service efficiency
Large gap
Best Practices of Sourcing Leaders – Strategic Sourcing Tools
Sourcing and Category Management Strategies for Achieving Cost Savings (% Companies Selecting ‘Systematically Used’)
Source: A.T. Kearney 2008 AEP study
78
40
9474
Large gap
Large gap
Best-Price Evaluation
Joint Process
Improvement
Volume Concentration
Product Specification Improvement
Relationship Restructuring
Global Sourcing
50
25
Demand Management
Leaders Followers
-13-
22%
6%
29%
21%
33%
22%
78%
60%
22%
6%
39%
21%
60%
33%
22%
78%
Leaders Followers
Leaders use all of the sourcing toolbox, not just buyer power-based bullying
Leverage Innovation Network
Product Teardown
Procurement Outsourcing
Mega Supplier Strategy
Collaborative Cost Reduction
Price Benchmark
Make or Buy
Cost based Price Modeling
Buyer Bullying Supplier
Advanced Strategic Tools
Best Practices of Sourcing Leaders – Strategic Sourcing Tools
Low
Hig
h
HighDemand Power
Invention on demand
Core cost analysis
Vertical integration
Bottleneck management
Sourcing community
Compliance managemen
t
Design for sourcing
Intelligent deal
structure
Political framework
management
Buying consortia
Closed loop spend
management
Functionality
assessment
Composite benchmark
Product benchmark
Cost data mining
Master data management
Supplier consolidatio
n
Spend transparency
Bundling across
generations
Value chain reconfigu-
ration
Supplier tiering
Collaborative capacity
management
Visible process
organization
RFI/RFP process
Supplier market
intelligence
Revenue sharing
Sustainability
management
Virtual inventory
management
Vendor managed inventory
Expressive bidding
Reverse auctions
Best shoring
Profit sharing
Project based
partnership
Total life cycle
concept
Supplier developmen
t
Total cost of ownership
Cost regression analysis
Strategic alliance
Value based sourcing
Supplier fitness
program
Leverage market
imbalances
Unbundled prices
Factor cost analysis
Demand reduction
Contract management
Bundling across
product lines
Bundling across sites
Global sourcing
LCC sourcing
Linear performance
pricing
Supp
ly P
ower
Specification
assessment
Design for manufacture
Process benchmark
Complexity reduction
Standardi-zation
Low
Procurement outsourcing
Leverage innovation
network
Product teardown
Price benchmark
Collaborative cost
reduction
Cost based price
modeling
Mega supplier strategy
Make or buy
The Purchasing Chessboard TM
Source: A.T. Kearney 2008 AEP study
Sourcing and Category Management Methods(% Companies Selecting ‘Systematically Used’)
-14-
Low HighDemand powerA B C D E F G H
Low
High
Supply power
8
7
6
5
4
3
2
1
Invention on demand
Core cost analysis
Vertical integration
Bottleneck management
Sourcing community
Procurement outsourcing
Compliance management
Leverage innovation
network
Design for sourcing
Intelligent deal structure
Political framework
management
Buying consortia
Mega supplier strategy
Closed loop spend
management
Functionality assessment
Product teardown
Composite benchmark
Product benchmark
Cost data mining
Master data management
Supplier consolidation
Specification assessment
Design for manufacture
Process benchmark
Complexity reduction
Standardi-zation
Spend transparency
Bundling across
generations
Value chain reconfigu-
ration
Supplier tiering
Collaborative capacity
management
Visible process
organization
RFI/RFP process
Supplier market
intelligence
Make or buy
Revenue sharing
Sustainability management
Virtual inventory
management
Vendor managed inventory
Expressive bidding
Reverse auctions
Best shoring
Profit sharing
Project based partnership
Total life cycle concept
Supplier development
Total cost of ownership
Price benchmark
Cost regression
analysis
Strategic alliance
Value based sourcing
Collaborative cost reduction
Supplier fitness
program
Leverage market
imbalances
Unbundled prices
Factor cost analysis
Demand reduction
Contract management
Bundling across
product linesBundling
across sitesGlobal
sourcing LCC sourcingCost based
price modeling
Linear performance
pricing
The Purchasing ChessboardTM For An Automotive Transmission Supplier
Control units
SynchronizersClutch
Gearshift
Forgings
Castings
Bearings
Hydraulics
SinteringsMachined parts
Turned parts
Electric compontents
Plastics
Seals
Fasterners
Stampings
Misc parts
Drawn parts Springs
Magnets
Raw material
Oil Line
Rubber
Composites
For example, a transmission supplier found that much of their spend categories required non-traditional sourcing approaches
Circle Size Proportional to Total Annual Spend by Category
More Traditional “Best Price”Sourcing Methods Applicable
Strategic Alliances and Project-based Partnerships Preferred
High Engineering Involvement Required to Evaluate “Design for Sourcing” and Other VAVE Tools
IT Tools Leveraged to Capture Cross-unit Price Transparency
and Supplier Consolidation Opportunities
Best Practices of Sourcing Leaders – Strategic Sourcing Tools
Transmission Supplier Client Case Example
Source: A.T. Kearney client example
-15-
Agenda
Introduction and Executive SummaryGlobal Sourcing TrendsBest Practices of Global Sourcing Leaders• Strategic Sourcing Tools• LCC Sourcing Organizational Alignment
-16-
In addition to external market factors, internal organizational factors are often equally important for LCC sourcing success, but less visible
Vertical Relationship Issues
• Lack of alignment around opportunity and importance across HQ, product group top and mid-management
• Both passive and active resistance to spend shifts to LCC’s by withholding resources, “hiding” etc.
Horizontal Relationship Issues
• Non-procurement functions resist spend shift due to the need for them to manage new risks from LCC sources
Geographic Issues
• Where should resources be deployed – just one LCC or more?
Resources• What other resources (besides buyers) should be deployed? • How many, and where should they come from? • Who “owns” resources – some BU’s try to “control”
Best Practices of Sourcing Leaders – LCC Sourcing Organizational Alignment
Typical Internal Factors-based Resistance to LCC Sourcing
QualityProcurement Supply Chain Engineering
Product Group 1 Product Group 2 Product Group 3
Corporation
-17-
Successful LCC procurement initiatives apply a “push” to complement the “pull” from LCC supply markets to address internal bottlenecks
2. & 3. Search for Supplier
4. Audit & Qualify Supplier
5. Negotiate Contract
6. Qualify Samples
7. Place New Orders and
Export1. Identify Potential
Best Practices of Sourcing Leaders – LCC Sourcing Organizational Alignment
Applying “Push” and “Pull” to De-bottleneck a LCCS Programme
Typical Symptoms of LCCS Issues
No clear “Fit for LCC” criteria –some BU’s “hide” their spend
Unrealistic LCC supplier expectations –“exactly the same as incumbent”
Unavailability of suitable resources to qualify potential LCC suppliers
Unrealistic terms and conditions –“must be exactly the same as in HCC”
No HQ resources available, poor communication
BU’s unwilling to comply – old contracts extended or stock built up
Vertical and Horizontal Bottlenecks need to be Addressed with a “Push”
Vertical CEO/BU President and CPO / IPO “push” through target setting and incentives
Horizontal BU President and IPO “push” for resolution of cross functional trade-offs
Geographic Need to identify supply market “pull” opportunities in LCC’s and transmit to RoW
Resources Need appropriate resources to convert opportunities – making “pull” a reality
IPO’s alone can only Generate a “Pull”
-18-
Shifting responsibilities and establishing in-country testing services is an effective way to deal with typical LCCS part qualification bottlenecks
Produce sample
Send sample to division
for testing
Test sample Qualify? Provide
feedback
Order sample
Division
Procurement
Division
Procurement Not applicable
Now: Divisions drive the process
Future: Procurement drives the process
De-bottleneck here
Remove from division control if they are the bottleneck – establish in-country shared services testing
Turned Parts Month
0
2
4
6
8
10
12
0% 25% 50% 75% 100%Quartile
1 - 4 months
6.2 months
Hot Stamped Parts
Month
Quartile
9.9 months
Expected lead timeReal average time
Real quartile time
2
4
6
8
10
12
14
16
18
0% 25% 50% 75% 100%
6 - 8 months
LCC Qualification Lead Time for Parts with Signed Contracts
Part Qualification Process Before and After De-Bottlenecking
Best Practices of Sourcing Leaders – LCC Sourcing Organizational Alignment
Client Example – Dealing with Part Sample Qualification Bottlenecks
Source: A.T. Kearney project experience