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市場調査レポート
SupplierBusiness：Fiatへの部品供給−レポートとデータベース
SupplierBusiness : Fiat Report and Database
| 発行 |
SupplierBusiness |
| 出版日 |
2009年08月 |
商品コード |
97074 |
| ページ情報 |
英文 103 pages / 3765 lines of data |
| 価格 |
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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.
Background to this research
After having completed one of the most challenging turnarounds in automotive
history, Fiat now is benefitting from scrapping schemes thanks to the strong
bias of its product portfolio towards lower segments of the market. Fiat' s
supremo, Sergio Marchionne has been hunting for bargains and was able to
finalise an alliance with bankrupt Chrysler. The Italian automaker now has to
address several critical issues, including the turnaround of its North
American partner and the rationalisation of production facilities in Italy.
In addition it must refresh its product portfolio, despite development delays
as a result of the economic downturn.
On the purchasing side, major changes have been evident to Fiat' s strategy
since it dissolved its joint-venture with GM. The "Global Sourcing" approach,
one of the central planks of the car maker' s approach to procurement in the
GM-Fiat era, has been effectively replaced by global partnerships with those
suppliers which are able to supply Fiat plants worldwide and are willing to
expand their footprint to best-cost countries when needed. Fiat' s relations
with suppliers have improved significantly and suppliers acknowledge Fiat is a
much more attractive car maker compared to three years ago. However some old
bad habits remain - in areas such as payment terms and quality, for example.
As a special feature this report includes a special section focused on the
recent alliance with Chrysler and on the potential implications this could
have on the traditional supply base of the Italian car maker as well as on the
North American supply base.
Table of Contents
1. OVERVIEW OF THE CARMAKER
- 1.1 After the bargain basement shopping spree, major challenges
- 1.2 Improved finances, but still not convincing
- 1.3 Slowdown in sales less than peers
- 1.4 First for light vehicles in Brazil, but falling behind in other BRIC
countries
- 1.5 Overreliance on two markets likely to continue
- 1.6 Many delays and some cancellations in the product pipeline
2. ANALYSIS OF SUPPLYING FIAT/CHRYSLER
- 2.1 Basis for the turnaround: before and through bankruptcy
- 2.2 New corporate organisation
- 2.3 Product line-up revamp and overhaul of production
- 2.4 Procurement is the major source of savings in the alliance, but...
- 2.5 Reshaping of Chrysler' s supply base in the turnaround
3. PRODUCTION STRATEGY
- 3.1 Italian production mission' s organisation
- 3.2 Termini Imerese: a test for Marchionne' s rationalisation plans
- 3.3 Tichy and the 500/Ka experience: An example to export?
- 3.4 Serbia: The new Poland?
- 3.5 Chinese production at last?
- 3.6 Plans for India and elsewhere
- 3.7 Platform rationalisation, standardisation and modular architecture:
will plans be respected?
- 3.8 World Class Manufacturing: Toyotism in Italian sauce
4. PURCHASING STRATEGY
- 4.1 Changes shaping Fiat' s purchasing strategy
- 4.2 The 2007- 2010 plan
- 4.3 Direct materials: spurring group synergies through an appropriate
corporate organisation
- 4.4 Direct materials: Turnover transfer to best-cost countries on track
- 4.5 From global sourcing to global partnership
- 4.6 Design to cost optimisation
- 4.7 Synergies, centralised management and optimisation for indirect
materials and services
- 4.8 Supplier Selection
- 4.8.1 Outsourcing policy, then insourcing
- 4.8.2 Experience teaches the importance of continuous financial monitoring
- 4.8.3 Rationalisation of the supply base: Fiat wants fewer, bigger suppliers
- 4.8.4 There is always room for new suppliers
- 4.8.5 Best cost countries sourcing
- 4.8.6 Serbia: supplier wanted
- 4.8.7 General requirements for potential suppliers
- 4.9 Pricing Policy
- 4.9.1 Savings programs and reduced pressure on suppliers
- 4.9.2 Competency in negotiations
- 4.9.3 Payment terms
- 4.9.4 Offsetting of raw material fluctuations
- 4.10 Approach to Quality
- 4.10.1 Less demanding than other OEMs, but slightly improving
- 4.10.2 A cross functional Supplier Quality department
- 4.10.3 Production ramp-up critical phase
- 4.10.4 Cost creep in engineering change orders
- 4.10.5 Frequent arguments in warranty review of product liability
guarantees
- 4.10.6 Management of quality of tier-2
- 4.11 Research and Development
- 4.11.1 Reduction of CO2
- 4.11.2 Hybrids not a priority and only for city cars
- 4.11.3 Internal R&D focus
- 4.11.4 Shorter development time
- 4.11.5 Suppliers' integration into development
- 4.12 Modules and Systems
- 4.12.1 Magneti Marelli absorbs the failed attempt to outsource
- 4.12.2 Modules and systems outsourcing
- 4.12.3 Supplier Parks: only Melfi and Betim
5 OEM-SUPPLIER RELATIONS SURVEY RESULTS FOR FIAT
- 5.1 Negotiations
- 5.1.1 Time-consuming negotiations
- 5.1.2 Demands for price reductions
- 5.1.3 Rating of payment terms
- 5.1.4 Keeping agreements on price
- 5.1.5 Willingness to reward cost saving ideas
- 5.1.6 Willingnesss to pay for development costs
- 5.2 Quality
- 5.2.1 Demands to achieve high quality
- 5.2.2 Demands for testing and validation
- 5.2.3 Product liability guarantees
- 5.3 Technology
- 5.3.1 Demands for best product technology
- 5.3.2 Technical competence
- 5.3.3 Opportunities for return on investment
- 5.3.4 Use of modules
- 5.3.5 Development of systems with suppliers
- 5.4 Organisation
- 5.4.1 Quality of communication
- 5.4.2 Support in avoiding problems
- 5.4.3 Quality and stability of volume planning
- 5.4.4 Preparation for model launch
- 5.4.5 Level of redesign required
- 5.5 Trust
- 5.5.1 Trust in commercial partnerships
- 5.5.2 Level of protection for suppliers' intellectual property
- 5.6 Attractiveness
- 5.6.1 Attractiveness
- 5.6.2 Long-term prospects
- 5.6.3 Openness to new suppliers
- 5.6.4 More or less business
- 5.6.5 Business in three years time
6. SWOT ANALYSIS OF SUPPLYING FIAT
7. MANUFACTURING FOOTPRINT
8. FORWARD MODEL PROGRAM
9. MAJOR SUPPLIERS BY COMPONENT SECTOR
- 9.1 Chassis/Underbody
- 9.2 Electrical/Electronic
- 9.3 Exterior
- 9.4 Interior
- 9.5 Powertrain
Table of Figures
- Figure 1: Fiat share price (FIA.MI) (Source: Reuters)
- Figure 2: Procurement Plan - Supplier Concessions Chrysler Base Plan in
$million (Source: Chrysler)
- Figure 3: Chrysler 2008 Breakdown of purchasing activity (by number of
purchases)
- Figure 4: Fiat' s Italian Plants
- Figure 5: Fiat production breakdown by platform (2012 Forecast) (Source:
IHS Global Insight)
- Figure 6: Fiat' s World Class manufacturing principles across the value
chain (Source: Fiat)
- Figure 7: Breakdown of the Annual Purchase value Group Company in 2006
(Source: Fiat)
- Figure 8: Best Cost Countries purchasing spending breakdown (Source: Fiat)
- Figure 9: Fiat hybrid drive powertrain solution for city cars (Source:
Fiat)
- Figure 10: SupplierBusiness 2009 OEM-Supplier relations survey - Length of
negotiations with mass car makers
- Figure 11: SupplierBusiness 2009 OEM-Supplier relations survey - Contract
negotiations between 2008-2009
- Figure 12: SupplierBusiness 2009 OEM-Supplier relations survey - Contract
negotiations between 2006- 2009
- Figure 13: SupplierBusiness 2009 OEM-Supplier relations survey - Demand
for price reductions
- Figure 14: SupplierBusiness 2009 OEM-Supplier relations survey - Price
reductions percentage change 2008- 2009
- Figure 15: SupplierBusiness 2009 OEM-Supplier relations survey - Price
reductions percentage change 2008-2009
- Figure 16: SupplierBusiness 2009 OEM-Supplier relations survey - Rating of
payment terms
- Figure 17: SupplierBusiness 2009 OEM-Supplier relations survey - Payment
terms percentage change 2008- 2009
- Figure 18: SupplierBusiness 2009 OEM-Supplier relations survey - Payment
terms % change 2006- 2009
- Figure 19: SupplierBusiness 2009 OEM-Supplier relations survey - Keeping
price agreements
- Figure 20: SupplierBusiness 2009 OEM-Supplier relations survey - Keeping
price agreements percentage change 2006- 2009
- Figure 21: SupplierBusiness 2009 OEM-Supplier relations survey -
Willingness to reward cost saving ideas
- Figure 22: SupplierBusiness 2009 OEM-Supplier relations survey -
Willingness to reward cost saving ideas percentage change 2008- 2009
- Figure 23: SupplierBusiness 2009 OEM-Supplier relations survey -
Willingness to reward cost-saving ideas percentage change 2006- 2009
- Figure 24: SupplierBusiness 2009 OEM-Supplier relations survey -
Willingness to pay for development costs
- Figure 25: SupplierBusiness 2009 OEM-Supplier relations survey - Paying
development costs percentage change 2008- 2009
- Figure 26: SupplierBusiness 2009 OEM-Supplier relations survey - Paying
development costs percentage change 2006- 2009
- Figure 27: SupplierBusiness 2009 OEM-Supplier relations survey - Demands
to achieve high quality
- Figure 28: SupplierBusiness 2009 OEM-Supplier relations survey - Demands
to achieve high quality, percentage change 2006- 2009
- Figure 29: SupplierBusiness 2009 OEM-Supplier relations survey - Demands
for testing and validation
- Figure 30: Demands for testing and validation, percentage change 2006- 2009
- Figure 31: SupplierBusiness 2009 OEM-Supplier relations survey - Product
liability guarantees
- Figure 32: SupplierBusiness 2009 OEM-Supplier relations survey - Product
liability guarantees, percentage change 2008- 2009
- Figure 33: SupplierBusiness 2009 OEM-Supplier relations survey - Product
liability guarantees, percentage change 2006- 2009
- Figure 34: SupplierBusiness 2009 OEM-Supplier relations survey - Demands
for best product technology
- Figure 35: SupplierBusiness 2009 OEM-Supplier relations survey - Best
technology demands, percentage change 2008- 2009
- Figure 36: SupplierBusiness 2009 OEM-Supplier relations survey - Best
technology demands, percentage change 2006- 2009
- Figure 37: SupplierBusiness 2009 OEM-Supplier relations survey - Technical
competence
- Figure 38: SupplierBusiness 2009 OEM-Supplier relations survey - Technical
competence, percentage change 2008- 2009
- Figure 39: SupplierBusiness 2009 OEM-Supplier relations survey - Technical
competence, percentage change 2006- 2009
- Figure 40: SupplierBusiness 2009 OEM-Supplier relations survey -
Opportunities or return on investment
- Figure 41: SupplierBusiness 2009 OEM-Supplier relations survey -
Opportunities for return on investment, percentage change 2008- 2009
- Figure 42: SupplierBusiness 2009 OEM-Supplier relations survey -
Opportunities for return on investment, percentage change 2006- 2009
- Figure 43: SupplierBusiness 2009 OEM-Supplier relations survey - Use of
modules
- Figure 44: SupplierBusiness 2009 OEM-Supplier relations survey -
Development of systems with suppliers
- Figure 45: SupplierBusiness 2009 OEM-Supplier relations survey - Quality
of communication
- Figure 46: SupplierBusiness 2009 OEM-Supplier relations survey - Quality
of communication
- Figure 47: SupplierBusiness 2009 OEM-Supplier relations survey - Support
in avoiding problems
- Figure 48: SupplierBusiness 2009 OEM-Supplier relations survey - Support
in avoiding problems, percentage change 2008- 2009
- Figure 49: SupplierBusiness 2009 OEM-Supplier relations survey - Support
in avoiding problems, percentage change 2006- 2009
- Figure 50: SupplierBusiness 2009 OEM-Supplier relations survey - Quality
and stability of volume planning
- Figure 51: SupplierBusiness 2009 OEM-Supplier relations survey - Volume
planning quality, percentage change 2008- 2009
- Figure 52: SupplierBusiness 2009 OEM-Supplier relations survey - Volume
planning quality percentage change 2006- 2009
- Figure 53: SupplierBusiness 2009 OEM-Supplier relations survey -
Preparation for model launch
- Figure 54: SupplierBusiness 2009 OEM-Supplier relations survey - Model
launch preparation, percentage change 2006- 2009
- Figure 55: SupplierBusiness 2009 OEM-Supplier relations survey - Level of
redesign required
- Figure 56: SupplierBusiness 2009 OEM-Supplier relations survey - Level of
redesign required, percentage change 2008- 2009
- Figure 57: SupplierBusiness 2009 OEM-Supplier relations survey - Level of
redesign required, percentage change 2006- 2009
- Figure 58: SupplierBusiness 2009 OEM-Supplier relations survey - Trust in
commercial partnerships
- Figure 59: SupplierBusiness 2009 OEM-Supplier relations survey - Trust in
commercial partnerships, percentage change 2006- 2009
- Figure 60: SupplierBusiness 2009 OEM-Supplier relations survey - Level of
protection of suppliers intellectual property
- Figure 61: SupplierBusiness 2009 OEM-Supplier relations survey -
Intellectual property protection, percentage change 2008- 2009
- Figure 62: SupplierBusiness 2009 OEM-Supplier relations survey -
Intellectual property protection, percentage change 2006- 2009
- Figure 63: SupplierBusiness 2009 OEM-Supplier relations survey -
Attractiveness for suppliers
- Figure 64: SupplierBusiness 2009 OEM-Supplier relations survey -
Attractiveness for suppliers, percentage change 2006- 2009
- Figure 65: SupplierBusiness 2009 OEM-Supplier relations survey - Long term
prospects
- Figure 66: SupplierBusiness 2009 OEM-Supplier relations survey - Long-term
prospects, percentage change 2008- 2009
- Figure 67: SupplierBusiness 2009 OEM-Supplier relations survey - Long-term
prospects, percentage change 2006- 2009
- Figure 68: SupplierBusiness 2009 OEM-Supplier relations survey - Openness
to new suppliers
- Figure 69: SupplierBusiness 2009 OEM-Supplier relations survey - Openness
to new suppliers, percentage change 2008- 2009
- Figure 70: SupplierBusiness 2009 OEM-Supplier relations survey - Openness
to new suppliers, percentage change 2006- 2009
- Figure 71: SupplierBusiness 2009 OEM-Supplier relations survey - More or
less business expected
- Figure 72: SupplierBusiness 2009 OEM-Supplier relations survey - More or
less business expected, percentage change 2008- 2009
- Figure 73: SupplierBusiness 2009 OEM-Supplier relations survey - More or
less business expected, percentage changed 2006- 2009
Table of Tables
- Table 1: Fiat S.p.A. Financial Data (Source: Reuters, Moody' s, Fitch, S&P)
- Table 2: Chrysler' s top creditors (suppliers)
- Table 3: Fiat purchasing savings forecasts (Source: Fiat)
- Table 4: 2008 CO2 Emissions (based on sold vehicles, by brand) (Source:
JATO)
- Table 5: R&D expenditure vs. revenues for Fiat and Fiat Powertrain
Technologies (Source: Fiat)
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