SupplierBusiness：Volkswagen社への部品供給

当商品の販売は、2011年10月27日を持ちまして終了しました。

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原文目次

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

Europe' s first car maker VW is poised to put an end to one of the most famous sagas in the history of the automotive industry. The merger with Zuffenhausen-headquartered Porsche should be completed before 2011, though the process will not be without pain for the Wolfsburg carmaker, putting its currently safe financial position under strain.

Nonetheless Volkswagen' s high appeal among customers and suppliers is untarnished. Its products, spanning from the more mainstream brands Seat and Skoda, to premium brands such as Audi, benefit from strong brand positioning in their respective segments with an overall balanced product line-up. VW is the market leader in Europe as well as in China and Brazil, two of the most promising growth countries. Although not all its promises with regards to volumes of deliveries to customers might prove feasible, the car maker' s potential volumes remain one of the main points of attraction for the supplier base, which is eager to win contracts with the German OEM as this allows to have access to the group' s volumes.

In fact VW has been pursuing higher-than-peers standardisation levels thanks to a sensible platform strategy - its piece de resistance - and have materialised in substantial synergies, particularly in production costs as well as purchasing costs. The modular platform strategy applied at a group level will further boost synergies across the different brands and segments, with two architectures and 24 modules per architecture covering most of the carmaker' s offering.

While the last blind spots in its production network, namely North America, are being filled with the new plant in Chattanooga, Tennessee, the internal supplier network still plays an important role in the car maker' s production strategy, which has a higher degree of vertical integration compared to competitors, even if this approach will continue to be circumscribed to certain component areas. Asia represents one of the main areas to which the car maker is willing to allocate a growing share of its purchasing expenditure even for its European operations. A country by country procurement strategy is being applied, which is analysed in this report for the car maker' s major sourcing countries.

Table of Contents

1. OVERVIEW OF THE CARMAKER

• 1.1. A growing galaxy of big brands
• 1.2. Poised to become number two automaker
• 1.3. Scraping schemes in Europe help, but...
• 1.4. Renewed focus on the United States
• 1.5. Stronghold to defend in China
• 1.6. Struggle with Fiat for Brazil
• 1.7. Big margins for improvement in BRIC countries
• 1.8. In better shape than rivals, mainly thanks to Audi
• 1.9. Promising long-term prospects

2. PRODUCTION STRATEGY

• 2.1. Global production network
• 2.2. China; second production hub after Germany
• 2.3. Change in U.S. production strategy
• 2.4. Russian operations
• 2.5. First fully-fledged production plant in India
• 2.6. Renewed interest in ASEAN production
• 2.7. More capacity from Brazilian Suppliers
• 2.8. New modular platform strategy
• 2.9. More in-house operations
• 2.10. Implications on manufacturing
• 2.11. Implications on development time
• 2.12. Implications of the Porsche-VW deal on production

3. PURCHASING STRATEGY

• 3.1. Purchasing Organisation
  • 3.1.1. VW purchasing organisation and budget
  • 3.1.2. Increasing purchasing expenditure and potential synergies

• 3.2. Supplier Selection
  • 3.2.1. Regional development of purchasing turnover
  • 3.2.2. Supplier selection ongoing in Chattanooga
  • 3.2.3. Different plans for China and Brazil
  • 3.2.4. Global Sourcing vs. Forward Sourcing
  • 3.2.5. Approach to Global Sourcing and locations
  • 3.2.6. What to source through Global Sourcing
  • 3.2.7. Sourcing in central and eastern Europe for Kaluga and beyond

• 3.3. Pricing Policy
  • 3.3.1. Implications of modular platform approach to supplier selection
  • 3.3.2. Lowering demands to reduce price
  • 3.3.3. Extension of cost analysis tools
  • 3.3.4. Increased penetration on online negotiations

• 3.4. Approach to Quality
  • 3.4.1. More towards the "Zero defects in all purchased parts"
  • 3.4.2. Management of quality
  • 3.4.3. Quality assessment for new suppliers
  • 3.4.4. Quality management in production ramp-up
  • 3.4.5. Product liability guarantees

• 3.5. Research and Development
  • 3.5.1. Successful partnerships with suppliers
  • 3.5.2. Benefits of the merger with Porsche
  • 3.5.3. Demands to suppliers and access to innovation
  • 3.5.4. Approach towards electrification
  • 3.5.5. Increase internal development

• 3.6. Modules and Systems
  • 3.6.1. Modular platform strategy implications

4. OEM-SUPPLIER RELATIONS SURVEY FOR VW

• 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 VW

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

• Figure 1: VW share price (VOWG.DE) (Source: Reuters)
• Figure 2: VW Group German plants
• Figure 3: VW Group 2008 production breakdown (includes Porsche AG)
• Figure 4: Modular Matrix - MQB and MLB (Source: Volkswagen)
• Figure 5: VW' s modular platform strategy segment coverage (Source:VW)
• Figure 6: VW Group Purchasing Organisation Chart
• Figure 7: VW Group Purchasing Organisations and Functions interface (Source:VW)
• Figure 8: Global Purchasing Organisations and Regional Sourcing Offices (in blue) (Source: VW)
• Figure 9: VW Forward Purchasing Process (Source VW) 18
• Figure 10: Regional breakdown of purchasing turnover (Source:VW)
• Figure 11: 2008 Spending in Central and Eastern Europe (Source: VW)
• Figure 12: Quality Management agreements for purchased parts (Source: VW)
• All Supplier relations survey graphs - Source: SupplierBusiness

Table of Tables

• Table 1: Volkswagen AG Financial Data (Source: Reuters, Moody' s, Fitch, S&P)
• Table 2: VW purchasing expenditure by brand (Source: VW)
• Table 3: VW Procurement expenditure by region (Source: VW)
• Table 4: R&D expenditure vs. revenues (Source: VW)
• Table 5: Modules and systems supplied by Faurecia for VW group mainstream brands models (Source: Faurecia)
• Table 6: Modules and systems supplied by Faurecia (Source: Faurecia)

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