美国汽车市场ppt课件

1、1美国汽车物流2Schenker AG & BAX Global提纲1.美国汽车市场2. 美国汽车的流通方式3. 美国整车物流行业的运作方式3来源：Standard & Poor and J.D. Power and Associates1. 美国汽车市场1 据预测， 2021年美国的汽车整车销售将低于1500万辆，比2007年销售下降100多万辆2 至1998年以来，美国的轻型轿车销售量从未低于1600万辆4来源：美国和亚洲汽车制造实际对比2. 汽车流通方式：美国 VS 亚洲1 美国中间商少，利润高：消费商distribution center配送中心经销商2 亚洲中间商多，利润低：消费商一

2、级中间商二级中间商最终经销商5Schenker AG & BAX GlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupply of PartsSupply of ComponentsAftermarketServicesCar SalesDelivery tomarketFinal CarAssemblyTier 3 Supplier Importer/DealerSupply of Modules/Systems Tier 2 Supplier 一级 供应商制造商Tier 0 Suppli

3、erFinished GoodsDistributionProduction Supply LogisticsGlobal SourcingLogisticsAfter Sales Logistics Supply Chain Management Solutions / Value Added ServicesMfc.美国汽车物流LSP6Schenker AG & BAX Global3 美国整车物流的运作方式以Ford 和Honda为例OEM的采购流程3PL for Ford Penske Worldwide Logistics FedEx AutogisticsFord和UPS的合资企业

4、 IT ：Unixbased Logistics system3PL for Honda CSX transportation and BNSF railwayOEM的决策要素缩短运输时间 运用OTD7Schenker AG & BAX GlobalService2004 - 20062007ForwardingPrice/RatesPrice/RatesRisk AversionRisk AversionQualityProcess OptimizationProcess OptimizationQualityFinancial StabilityReferencesReferencesFi

5、nancial StabilityNAFTA Automotive Logistic ChallengesLP Win/Loss Analysis Based On Customer Decision Drivers20%20% of forwarding RFQs have increased their focus on process optimizationForwarding is still predominately price driven8Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesLP Win/Lo

6、ss Analysis Based On Customer Decision DriversService2004 - 20062007Warehousing/JIS/AssyPrice/RatesPrice/RatesRisk AversionProcess OptimizationQualityQualityFinancial StabilityReferencesProcess OptimizationRisk AversionReferencesReferences73% of decisions are based on process optimization initiative

7、s proposed in the initial biddingFixed “Wall/people/process, IT are open for optimization at bidding phase73%9Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesService2004 - 20062007IT (Visibility Tooling)QualityQualityProcess OptimizationProcess OptimizationRisk AversionRisk AversionRefer

8、encesReferencesPrice/RatesPrice/RatesFinancial StabilityFinancial StabilityLP Win/Loss Analysis Based On Customer Decision DriversNo change in decision priority.Implementation timing guarantees and start-up cost models alternatives linked to top three 10Schenker AG & BAX GlobalDB Group*DB AG - manag

9、ement holding companyVertically integrated group structureRating: Aa1 / AARevenues ( bn) (Addition BAX)Employees No. 1 in European rail passenger transportNo. 1 in European public urban transportNo. 1 in German bus transportPassenger TransportRevenues ( bn)Employees11.353,800Largest rail track infra

10、structure in EuropeNo. 1 car sharing company in GermanyNo. 1 bicycle hire company in Europe Track infrastructure and ServiceRevenues ( bn)Employees1.284,900No. 1 in European rail freight transportNo. 1 in European land transportNo. 2 in air freightNo. 3 in ocean freightNo. 3 in North American integr

11、. heavyweight freightNo. 6 in contract logisticsTransport and LogisticsRevenues ( bn)(Addition BAX)Employees12.4(14.8)75,00025.1*(27.5)213,700*in 2005*Incl. 0.3 others11Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesbNAFTA Common TrendsI. Bundling of logistic services (demand side)A. OE

12、Ms and increasingly tier-1 want:One contract (multiple services)One overheadOne pricing moduleOne system (IT)Costs synergies through consolidation of services 12Schenker AG & BAX GlobalNAFTA Automotive Logistic Challenges Logistic service providers are largely fragmented in service offeringOMS, VM&O

13、Ibut with a growing tendency. Outbound consolidation Forwardingto bundle services.CustomsInbound warehousingQuality checksLight & heavy assemblyJIS/JITWaste ManagementComplete SCM transparency ITPartial In/boundProcess / Lean engineeringSpare parts logistics Returns management & repairProcurementPro

14、ductionDistribution13Schenker AG & BAX GlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupply of PartsSupply of ComponentsAftermarketServicesCar SalesDelivery tomarketFinal CarAssemblyTier 3 Supplier Importer/DealerSupply of Modules/Systems Tier 2 Supplier Tier 1 SupplierM

15、anufacturerTier 0 SupplierFinished GoodsDistributionProduction Supply LogisticsGlobal SourcingLogisticsAfter Sales Logistics Supply Chain Management Solutions / Value Added ServicesMfc.NAFTA Automotive Logistic ChallengesServices are largely fragmented based on core competence of LSP14Schenker AG &

16、BAX GlobalPrice/RatesDecisionNAFTA Automotive Logistic ChallengesKey Customer Decision Drivers for choosing LPs.Service QualityReferencesProcessInnovationRiskAversionFinancialStability15Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesModern competition amongst Lead Service Providers (LSP

17、)LSP 1LSP 2Developing a USP: best network, best IT, newest assets, best locations16Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesLSP 1LSP 2LSP 1.time to re-think about competition.redirect that energy to the benefit of the customer17Schenker AG & BAX GlobalNAFTA Automotive Logistic Cha

18、llenges1. Cooperation amongst logistic providers OEMs/tier-1 are starting to “encourage partnership to achieve synergies Based on experience OEM/suppliers know which LP is good with what service; i.e. whom they feel comfortable working for specific services OEMs/suplliers have experienced that there

19、 is not real “jack of all traits LP, that is good at every service, everywhere Work together or dont work for us OEMs/tier-1 are starting to encourage partnership as opposed to LPs choosing their partner This incentive by OEM/tier-1 started in NAFTA, partially based on EUs success using that strateg

20、y 18Schenker AG & BAX GlobalMarket Research (Mercer & Frauenhofer)Nr. of OEMNr. of suppliers 50% reduction of suppliers Emergence of mega suppliers Increase in added value to suppliers Increased expectation of suppliers qualityadditional/new engineering requirements addtional resources increased par

21、tnership“ approaches national to international responsibilities Number of OEMSNumber of suppliersLPs too are following the same pathNAFTA Automotive Logistic Challenges19Schenker AG & BAX GlobalNAFTA Automotive Logistic Challenges2. Light & heavy assembly as an integral part of SCMA. Demand for valu

22、e-add services are developing to include assembly functionsB. Why?Shortage of production space at OEM/tier-1Cheaper on account of wage structureLess FTE on OEM/tier-1 payrollC. Services are predominately rendered outside OEM/tier-1 facilityD. Demand is growing in particular where warehouse outsourci

23、ng opportunities have already existE. In the majority of cases inventory is owned by LPF. Modules (IPs, engine dressing, axles, etc.) G. Emergence of production and engineering oriented LP20Schenker AG & BAX GlobalNAFTA Automotive Logistic Challenges3. VM&OI(Vendor Managed & Owned Inventory) A. Incr

24、ease in demand for VM&OI for intercontinental supply chains- China to US- inbound B. Supply chains with high value-add components (i.e. forwarding with: warehousing, quality control, light assembly) C. Supply chains with high commodity value D. International banks are increasingly addressing this de

25、mand by offering new solutions to LPs VMI: a process in which a supplier generates orders for its distributor based on demand information sent by the distributor The coordination of information, material and finances ranging from procurement, production and distribution including waste management21S

26、chenker AG & BAX GlobalNAFTA Automotive Logistic Challenges4. Establishing Data Standards (SCM Visibility)Facts*: “15% of all 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

27、 2 years ago“37% of OEM and 40% of suppliers maintain costly buffers that exceed 20 days“79% of all information is re-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

28、 radar of many companies Marcia Macleod Automotive Logistics, July/August 2007*(AMR, Journal of Commerce, May 28, 2007)22Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesMOSS Material Off-Shore SourcingObjective: develop industry standards for data communication that speeds up the flow an

29、d accuracy of goods (AIAG with GM, DCX, Honda and Ford)*With new global industry standards for data communication 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,

30、2007)23Schenker AG & BAX GlobalNAFTA Automotive Logistic Challenges5. NAFTAs rush to LCCS (Low Cost Country Suppliers) A. Generic reasons for going to LCCSCosts.Forecasted volumes: i.e.China plans to produce 10-15 million cars by 2020B. Theory vs. RealityTheory: LCCS allow you to reduce costs, incre

31、ase profit marginReality: Different culture (politics, socio-economic, infrastructure and mind set often off-set these profits C. Why?Slow know-how transfer to LCCDifferent quality standards Lack of management & infrastructure from OEM/tier-1 in LCCLack of economic and cultural know howResult: Unbud

32、geted additional cost and lost of timeQuestion for LPs : How long will the economic boom last? What are the success chances for late market entry of LPs?24Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesD. What does that mean for NAFTA LPs dealing with LCC? Higher degree of flexibility f

33、rom LPs LPs require a solidly established infrastructure in LCC (legal, HR, quality, operation, 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 LPsTrend: Severa

34、l OEMs and tier-1 are returning “home and re-discovering Mexico as a viable alternative option as an LCCLabor in MexicoSalary in production area:10-30 US$/day Average : 15US$Hours worked/week: 48 hoursAverage work days: 6 days/week25Schenker AG & BAX GlobalNAFTA Automotive Logistic ChallengesSummary

35、:1. LCC have a massive logistic opportunities but are not the often anticipated “overnight success2. 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 v

36、iable alternative (low labor costs, lower transportation costs as compared to, for 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 thelargest automotive worldmaket.26Schenker AG & BAX Gl

37、obal6. Increase Built to OrderA. Increase in customers willingness to wait 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 i

38、n inbound build-to-order sequencing and assembly NAFTA Automotive Logistic ChallengesMove from BTS to BTO is still in the emerging phase27Schenker AG & BAX GlobalNAFTA Automotive Logistic Challenges7. Railway facts.A. The growing concentration of OEMs in S. USA and Mexico, is resulting in a growing

39、demand for more efficient rail infrastructure and servicesInconsistent transit times, rail capacity shortages and likely price increases are key issues to be resolved. 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 Asia?)“Short Sea alternative is increasingly becoming more popular.The developing rail infrastructure is forcing a healthy competition for transport alternatives: rail, short se