美国汽车市场

1、1 美国汽车物流 2schenker ag i.e. whom they feel comfortable working for specific services n oems/suplliers have experienced that there is not real “jack of all traits” lp, that is good at every service, everywhere n work together or dont work for us n oems/tier-1 are starting to encourage partnership as o

2、pposed to lps choosing their partner n this incentive by oem/tier-1 started in nafta, partially based on eus success using that strategy 18schenker ag & bax global market research (mercer & frauenhofer) nr. of oem nr. of suppliers l 50% reduction of suppliers l emergence of mega suppliers l increase

3、 in added value to suppliers l increased expectation of suppliers quality -additional/new engineering requirements - addtional resources - increased partnership“ approaches - national to international responsibilities number of oems number of suppliers lps too are following the same path nafta autom

4、otive logistic challenges 19schenker ag & bax global nafta automotive logistic challenges 2. light & heavy assembly as an integral part of scm a. demand for value-add services are developing to include assembly functions b. why?shortage of production space at oem/tier-1 cheaper on account of wage st

5、ructure less fte on oem/tier-1 payroll c. services are predominately rendered outside oem/tier-1 facility d. demand is growing in particular where warehouse outsourcing opportunities have already exist e. in the majority of cases inventory is owned by lp f. modules (ips, engine dressing, axles, etc.

6、) g. emergence of production and engineering oriented lp 20schenker ag & bax global nafta automotive logistic challenges 3. vm&oi(vendor managed & owned inventory) a. increase in demand for vm&oi for intercontinental supply chains - china to us - inbound b. supply chains with high value-add componen

7、ts (i.e. forwarding with: warehousing, quality control, light assembly) c. supply chains with high commodity value d. international banks are increasingly addressing this demand by offering new solutions to lps vmi: a process in which a supplier generates orders for its distributor based on demand i

8、nformation sent by the distributor the coordination of information, material and finances ranging from procurement, production and distribution including waste management 21schenker ag & bax global nafta automotive logistic challenges 4. establishing data standards (scm visibility) facts*: “15% of a

9、ll us bound ocean freight containers with automotive parts are delayed because of data deficiencies” (industry action group) “46% of oems move more cargo on an expedite basis than 2 years ago” “37% of oem and 40% of suppliers maintain costly buffers that exceed 20 days” “79% of all information is re

10、-keyed multiple times” “if supply chain visibility has become the holy grail for just about every manufacturer, why is financial data relating to cost of the supply chain barely on the radar of many companies” marcia macleod automotive logistics, july/august 2007 *(amr, journal of commerce, may 28,

11、2007) 22schenker ag & bax global nafta automotive logistic challenges moss material off-shore sourcing objective: develop industry standards for data communication that speeds up the flow and accuracy of goods (aiag with gm, dcx, honda and ford)* with new global industry standards for data communica

12、tion in the process of being developed, should logistics provider continue to invest heavily in in-house scm visibility tools or promote a future standard? *(amr, journal of commerce, may 28, 2007) 23schenker ag & bax global nafta automotive logistic challenges 5. naftas rush to lccs (low cost count

13、ry suppliers) a. generic reasons for going to lccs costs. forecasted volumes: i.e.china plans to produce 10-15 million cars by 2020 b. theory vs. reality theory: lccs allow you to reduce costs, increase profit margin reality: different culture (politics, socio-economic, infrastructure and mind set o

14、ften off-set these profits c. why?slow know-how transfer to lcc different quality standards lack of management & infrastructure from oem/tier-1 in lcc lack of economic and cultural know how result: unbudgeted additional cost and lost of time question for lps : how long will the economic boom last? w

15、hat are the success chances for late market entry of lps? 24schenker ag & bax global nafta automotive logistic challenges d. what does that mean for nafta lps dealing with lcc? higher degree of flexibility from lps lps require a solidly established infrastructure in lcc (legal, hr, quality, operatio

16、n, partnerships, finance, it, etc.) successful scm requires true partnership approach between client and lps to tackle the continuously changing demands and opportunities for both client and lps trend: several oems and tier-1 are returning “home” and re-discovering mexico as a viable alternative opt

17、ion as an lcc labor in mexico salary in production area:10-30 us$/day average : 15us$ hours worked/week: 48 hours average work days: 6 days/week 25schenker ag & bax global nafta automotive logistic challenges summary: 1. lcc have a massive logistic opportunities but are not the often anticipated “ov

18、ernight success” 2. understanding & respecting the lcc culture as well as the willingness in a long term investment is a precondition for lps. 3. for nafta oems and tier-1 a renewed focus toward mexico has emerged as a viable alternative (low labor costs, lower transportation costs as compared to, f

19、or instance china, faster access and intervention in processes is possible) .mexico is being re-discovered. as one of the three countries in nafta, mexico is part of the largest automotive worldmaket. 26schenker ag & bax global 6. increase built to order a. increase in customers willingness to wait

20、for the car with the right specs (europe is showing opposite trend 3-6 months waiting is too long) b. increase in inbound supply chain complexity (jis/jit) c. this trend is creating opportunities for lsp that have experience in inbound build-to-order sequencing and assembly nafta automotive logistic

21、 challenges move from bts to bto is still in the emerging phase 27schenker ag & bax global nafta automotive logistic challenges 7. railway facts. a. the growing concentration of oems in s. usa and mexico, is resulting in a growing demand for more efficient rail infrastructure and services b.inconsis

22、tent transit times, rail capacity shortages and likely price increases are key issues to be resolved. d.the difficulties in resolving these issues stem from the risk of high infrastructure investments that are needed versus the demand uncertainty (will production volumes degrees in nafta and move to

23、 asia?) e.“short sea” alternative is increasingly becoming more popular. f.the developing rail infrastructure is forcing a healthy competition for transport alternatives: rail, short sea or truck opportunity: the link between railways providers and lp can mature further (i.e.trucking, payment audito

24、rs, rail providers, it, short sea) 28schenker ag & bax global “is there still any money to be saved from already lean supply chains within north america?” 1. further develop logistic partnership 2. further develop light/heavy assembly opportunities 3. vm&o inventory 4. promote projects for establishing data standards 5. explore further opportunities with mexico 6. build-to-order 7. development of rail nafta automotive logis