第26届全球汽车高管调研在目标不断变化的时代行稳致远

October2026

26thGlobalAutomotiveExecutiveSurvey

Thrivinginthe

ageofmovingtargets

Howtonavigateinaworldwherestrategy,technologyandmarketsneverstandstill.

AIgeneratedimage

Foreword

Thereisnolongeronedefiningdisruptionshapingtheautomotiveindustry.Thatistheclearestinsightfromthisyear’s26thGlobalAutomotiveExecutiveSurvey.Previously,industryleaderscouldfocusononeortwodominantforces.Today’senvironmentismuchmorecomplex.Theriseofdigitaland

AItechnology,changingcustomerexpectations,developingecosystemsandongoinggeopoliticaltensionsarenolongerseparatetrendscompetingforattention.Theyareconvergingintoasingle

leadershipchallengeformanyboardrooms,

requiringleaderstomanagecontinuouschangeacrossmultiplefrontsatthesametime.

Weheardthisdirectlyfrom775executivesacrossthe

automotiveecosystem,includingOEMs,suppliers,

dealersandmobilityproviders.Andwhileopinionsdifferonwhichtechnologies,regionsorbusinessmodelswill

createthemostvalue,onemessagecomesthrough

clearly:thegapbetweenleadersandfollowersisnot

primarilyaboutstrategy,technologyormarketknowledge.Itisaboutclarity.Leadershaveamuchclearerviewof

wherefuturevaluepoolsareemerging,whotheirfuturecustomerswillbe,andwhichcapabilitieswillmattermost.

Theyaremoredecisiveinreallocatingcapital,talentandresourcestowardtheseopportunities.Whileothersarestillreactingtochange,theyarealreadypositioningforwhatcomesnext.

Atthesametime,executivesincreasinglyrecognize

thatscalealoneisnolongeraguaranteeofcompetitive

advantage.Indeed,whilelargerorganizationsoftenbenefitfromgreaterresources,theycanstruggletoadaptatthespeedrequiredbytoday’senvironment.Thatmakesthe

abilitytofindtherightbalancebetweensizeandagilityacriticalleadershipchallenge.

Thisyear’ssurveyalsorevealsthatcompetitiveadvantageisbecomingincreasinglytemporary.Businessmodels

evolvefaster.Technologiesmaturemorerapidly.

Customerexpectationsshiftconstantly.Geopolitical

developmentscanredrawmarketsovernight.The

factorsthatdrovesuccessinthepastarelosingtheir

relevancefasterthanmanyexecutivesarewillingtoadmit.Yesterday’sstrengthscaneasilybecometomorrow’s

strandedassets.

Asaresult,today’simperativeisnolongertooptimizeforstability.Itistomanageformovement—to

adaptbeforecircumstancesforcetheissue.Assuch,

organizationsmustcontinuouslyreassesswherevalueisdeveloping,whichcapabilitiestheyneedtostrengthenandwhichassumptionstheyneedtoleavebehind.

Drivingsuccessintheageofmovingtargetsandunclearfinishlinesisthenewleadershippriority.

AtKPMG,weareadvisingourclientstobetterpredictthedevelopmentsofthefuture,andthenhelping

themnavigatewhicheverfuturearrives.Wehopetheinsightsinthissurveyprovidetheclarityneededtodoexactlythat.

Dr.AndreasRies

GlobalHeadofAutomotiveKPMGInternational

2|26thGlobalAutomotiveExecutiveSurvey

Contents

04Executivesummary

05Settingthescene

06ThefiveTsoftransformation|Theboardroom’snew

NorthStar.

07Keyfindings|Today’sstatus.Tomorrow’sreality.

08Inanutshell|ThefiveTsactionagenda.

09NavigatingthenewNorthStar

10Movingtargets|Nofinishlineinsight.

16FiveTs|Deepdiveintothesurveyresults.

Industryperspectives:

Ford(Page29)

BorgWarner(Page35)

DENSO(Page42)

Audi(Page21,

Page33)

50Thefuture,debated

51Nextautomotivevaluepools|Wheretoplayandwith

whomtocompete?

53Regionalperspectives|Divergingmarkets.Competingpriorities.Nosingleplaybook.

55Predictionsfor2035|Whatmight

changefortheindustryandthecompanies

57Upfordiscussion|Lastthoughts

58HowKPMGcanhelp

59Methodology

Abouttheresearch

Thisreportisbasedonthe26theditionof

KPMG’sGlobalAutomotiveExecutiveSurvey(GAES),aquantitativesurveyof775senior

automotiveexecutivesacrossEurope,APACandtheAmericas.Thissignaturepiece

ofresearchisconductedannuallytotrackstrategicshiftsintheglobalautomotive

industry.The2026editionexploreshow

automotiveleadersaremanagingseveral

simultaneousdisruptionsatonce,andwhatseparatestheleadersfromtherest.

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3|26thGlobalAutomotiveExecutiveSurvey

4|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Executivesummary

Thrivingintheageofmovingtargets

Thechallengeisnolongerdisruption.Itisconvertingcontinuousmovementintofaster,moredecisiveaction.Threerealitieseveryautomotiveexecutivemustconfront

0203

Futurevalueisvisible.

Scaleisnolongerenough.

Combinespeed,trustand

ecosystempositiontoturn

strategicintentintoadvantage.

Valuecaptureisnot.

Choosewheretoplayandwhicheconomics,customerinterfacesandcapabilitiestocontrol.

01

Thereisnofinishlineanymore.

Buildthecapacitytoredirect

capital,talentandmanagementattentioncontinuously.

Togetherness

Wheremustwelead,partnerorretaincontrol?

Thedecisionsthatmatternow

Transformation

Howdowemaketransformation

businessasusual?

Technology

Howdoweturntechnologyintobusinessvalue?

Trust

Howdowebuildandmonetize

trustatscale?

Tension

Howdowemaketrade-offsbeforecircumstances

makethemforus?

Whatseparatesleaders(Pacesetters)?

Manyrespondentsseesimilar

opportunities.Pacesettersreportearlieraction.

SeevaluepoolsshiftReallocatecapitalearlier

Scaleprovenusecasesfaster

Choosewheretoleadorpartner

Adaptoperatingmodelssooner

Turntrustinto

commercialvalue

Anticipateregionalvolatility

Knowecosystemsmatter

Understandtrustmatters

Recognize

technology’srole

Competitiveadvantagecancomefrommakingtherightchoicesearlierandrevisitingthemfasterasthetargetsmove.

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Setting

thescene

ThefiveTsoftransformation

Theboardroom’snewNorthStar

Keyfindings

Today’sstatus.Tomorrow’sreality.

Inanutshell

ThefiveTsactionagenda

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5|26thGlobalAutomotiveExecutiveSurvey

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6|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

ThefiveTsoftransformation

Theboardroom’snewNorthStar

Yearsofdisruptionandtransformationhave

fundamentallyreshapedtheautomotiveindustry.

Inour25theditionoftheGlobalAutomotive

ExecutiveSurvey(GAES),weintroducedfiveTs

todescribetheforcesreshapingtheindustry.Thisyear’ssurveyrevealsthenextstageofthefive

Ts(Transformation,Technology,Togetherness,

TrustandTension)whicharenolongertrendstounderstand,butrealitiestonavigate.Lastyear,thefiveTsexplainedwheretheindustrywasheading.

Thisyear,theyexplainhoworganizationsshould

positionthemselvestocreatevalue,buildresilienceandoutperforminanincreasinglyvolatilemarket.

ThefollowingchaptersprovidekeyresultsofoursurveyalignedtoeachofthefiveTs.

2025

Spearhead

Transformation

Master

Technology

ThefiveTs

Apractical

roadmapto

helpshapethefutureofmobility

NavigateTensions

Thrive

Together

Earn

Trust

Evolution2026

Align

multiple

moving

targets

Deliver

Transformation

AccelerateTogether

Activate

Technology

BalanceTension

ScaleTrust

Tru-baa

stisyou

off

t

ThefiveTs

Theboardroom’snewNorthStar

7|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Keyfindings

Today’sstatus.Tomorrow’sreality.

AccelerateTogether

44%ofvaluecreation

maybeenabledbyexternalpartnershipsandecosystemsoverthenextthreeyears,

upfrom30%.

Automotiveleadersarenavigatingsignificantchange.Successwilldependonhoweffectivelytheyadapttonewrealities,managetrade-offsandcaptureemergingsourcesofvalue.Hereiswhatoursurveyrespondentsexpect.

Deliver

Transformation

Activate

Technology

Scale

Trust

Balance

Tension

52%ofrespondentsagree

thatcontinuoustransformationisnowthenormfortheindustry,notaprogramwithanenddate.

Onaverage,only36%

ofAIandsoftwareinitiativeshavescaledbeyondthepilotphaseandbeenadopted

acrosstheorganization.

Halfoftherespondents

believetrustindigitaland

connectedfeatureswilldecidewhichcompanieswinorloseoverthenextthreeyears.

Only5%ofrespondents

feelverypreparedtorespondtogeopoliticalandregulatorypressures.

Companiesanticipate

amoreinterconnected

ecosystem,withpartners

havingagrowinginfluenceonsuccessandprofitability,forcingthemtobefarmoredeliberateaboutwheretheypositioninthevaluechain.

Whatrespondentsexpectin2035

ManyOEMswillhave

significantlydiversified

beyondvehiclemanufacturingintosectorssuchasdefense,energyand/ormobility

services.

Softwareanddigital

technologywilllikelybetheprimarysourceofcompetitivedifferentiation,makingthe

abilitytoscaleinnovationmoreimportantthan

innovationitself.

AIagents,algorithmsand

automatedpurchasingsystemsmayplayalargerrolein

customerdecisions,forcing

companiestoreinventthe

meaningofbrandandtrustinamachine-mediatedeconomy.

Globalregulationmayhaveshiftedtowardsupportingindustrycompetitiveness,easingexternalpressuresandshiftingthefocusfromregulatorycompliancetostrategicchoice.

8|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

DeliverTransformation

Redirectcapitaltowardcustomer,sales,after-salesandsustainabilityinitiatives,wherereturnsareemerging.

Removedecision

bottlenecks.Simplify

approvalsandacceleratetransformationexecution.

Chooseyourstance:

growthorcostdiscipline.

Revisititregularlyasconditionschange.

Replaceannualplanningwithcontinuous

reallocationofcapital,talentandmanagementattention.

Modernizelegacysystems

early.Reducetechnical

debtbeforeitslows

executionandscale.

ScaleTrust

•Buildoneoperatingmodelaroundcustomerlifetimevalueandend-to-end

ownership.

•TreatAIanddata

governanceasseriouslyascybersecurityandriskmanagement.

•Turntrustintoarevenuedriver.Setcommercial

targetsandtrackprogressconsistently.

•Fixcustomerjourneys

beforeaddingnewdigitalcapabilities.

•Betransparentabout

customerdatausageandprotection.Closethegapbetweenperceivedandactualsafety.

BalanceTension

•Testspeedandquality

together.Governspeed-to-marketdecisionsagainstqualityandcompliance

risks.

•Reassesssourcingand

inventoryfootprints

againsttariffexposureandgeopoliticalrisk.

•Fundresilienceaccordingtoriskexposureand

executionmaturity.

•Createmarket-specific

investmentgatesbalancingvolume,utilizationand

flexibility.

•Shifttowardregionalizedfootprintswheretradeexposureishighest.

ActivateTechnology

ScaleAIbeyondpilots.

Buildaclearoperating

model,strongdata

foundationsanddedicatedscalingmechanisms.

BuildAIgovernance

beforescalingAI.Establishaccountability,oversight

andcontrols.

AlignSDVstrategywithexecution.Treatsoftware-basedrevenueasa

strategicopportunity.

Decidewhattoownandprotect.Sourcenon-

differentiatingcapabilitiesthroughpartnerships.

MakedeploymentspeedaleadershipKPIand

measureenterprise-wideadoption.

ThefiveTstranslateindustrydisruptionintoafocusedleadershipagenda

AccelerateTogether

•Defineyourecosystemrole.Choosebetween

orchestrating,co-creatingorparticipating.

•Makedatasharingapartnershipcapability.Buildthetrustand

systemsrequired.

•Embedquality,controlandcustomerownershipintopartnershipgovernance.

•Treatmake-versus-buyasastandingstrategicdecision.

•Followvaluemigration.

Reallocatecapitalandpartnershipstowardemergingvaluepools.

Fiveleadershipimperatives:fundwhatmoves,scalewhatworks,earntrust,navigatetrade-offsandpartnerforvalue.

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

NavigatingthenewNorthStar

Movingtargets

Nofinishlineinsight

ThefiveTs

Deepdiveintosurveyresults

Industryperspectives

Ford,DENSO,BorgWarnerandAudi

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9|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Introduction

Movingtargets

Nofinishlineinsight

Pacesetters

Forthisreport,weidentifiedasurveydefinedgroupof

companies(the‘Pacesetters’)andcomparedtheirresultstotherestofthegrouptoexploredifferencesbetweenthisgroupandotherrespondents.

Pacesettersweredefinedasagroupof53companiesmeetingallofthefollowingcriteria:

•AnnualrevenuegreaterthanUS$1billion.

•Acomprehensiveorverygoodviewof,andactive

involvementin,theirorganization’stransformationinitiatives.

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•Self-reportedoutperformance,relativetocompetitors,onprofit,operationsandtransformation.

10|26thGlobalAutomotiveExecutiveSurvey

off-ba

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11|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Align

multiple

moving

targets

Deliver

Transformation

Activate

Technology

Tr

n

rmati

sfo

b

nis

①

AccelerateTogether

ThefiveTs

Theboardroom’snewNorthStar

Keytakeaway

Formuchofthepast20years,automotive

executivescouldfocusononemajordisruption

atatime.Today,sustainability,technology

transformation,geopoliticalfragmentationand

changingcustomerexpectationsareconvergingintoasingle,interconnectedleadershipchallenge.

Theimplicationissignificant.Manycompanieshavemadeprogressonindividualtransformation

agendas,butfewerarepreparedfortheircombinedimpact.Customermodels,sourcingstrategies,

operatingstructuresandvaluechainsarebeing

reshapedsimultaneously.Successmaydependnotonlyonrespondingtodisruption,butontheabilitytomanagemultiple,overlappingtransformationsatthesametime.

ScaleTrust

BalanceTension

12|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Thisdevelopmentrepresentsa

fundamentalshiftintheenvironmentthatleadersmustnavigate.

Companiesarenowrequiredto

managemultiplemovingtargetsatonce,oftenwithoutaclearendstateorfinishline.Inour2025survey,

sustainabilityandtechnologyclearlydominatedthemanagementagenda.Thathaschanged.

Theevolutionoftheexecutiveagenda

Whatwereoncedistincttransformationagendashavebecomeaninterconnectedsystemofdisruption.

Today

convergence

2005+2010sLate2010sEarly2020sMid-2020s

Software-definedAIandPolitical

Digital

transformation,Digitalcustomerandbusiness

models

reshape

interactionandvaluecreation

Sustainability

entersthe

strategic

managementagenda

Electrification

transformspowertraintechnology

vehicles

extendtechnologytransformationtotheentirevehicleandenvironment

AgenticAI

expands

disruption

acrossthe

enterprise

andvaluechain

disruption

reshapes

trade,

industrial

policyand

marketaccess

Multipleprioritiesdemandattention

atthe

sametime

Eachwaveintroducedanewdominantagenda,butnonereplacedthechallengesthatcamebefore.

Today,theyconvergeandcompound.

01

Sustainabilityandgeopoliticaldisruption

Fromdecarbonizationtargets

andsupplychainshocksto

materialshortages,tariffsand

anincreasinglyfragmented

tradeenvironment.

02

Technologydisruption

acrosstheentirevaluechain

Fromtransformingpowertrain

technologythroughelectrification

toredefiningtheentirevehicle,

enterpriseandvaluechainthrough

software,digitalizationandAI.

03

Customerandbusinessmodeldisruption

Fromdigital-first

expectationsandchanging

ownershipmodelsto

autonomousdrivingand

newmobilityecosystems.

13|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Thisrepresentsafundamentalshiftintheenvironmentthatleadersmustnavigate.Companiesarenowrequiredtomanagemultiplemovingtargetsatonce,oftenwithoutaclearendstateorfinishline.Inour2025survey,sustainabilityandtechnologyclearlydominatedthemanagementagenda.Thathaschanged.Whatstandsoutinthisyear’sfindingsishowevenlydisruptivethemajorforcesshapingtheindustryhavebecome.Sustainability,technology,geopolitics,operating/financialpressuresandchangingcustomerexpectationsarenolongersequentialchallenges.Theyareconvergingsimultaneously.

Figure1:WhichofthefollowingfactorswillbemostdisruptivetotheAutomotiveindustryinthenextthreeyears?ComparisonresultsGAES2025toGAES2026.(Rankthetop2factors)

Technologicaldisruption

38%

38%

Geopoliticalandregulatorypressure

22%

34%

Demandandcustomershifts

26%

33%

Competitiveandbusinessmodeldisruption

21%

33%

Operationalandfinancialpressure

18%

32%

Sustainabilitytransition

30%

45%

2026

2025

Source:26thGlobalAutomotiveExecutiveSurvey.

14|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Automotiveexecutivesseeallmajordisruptionsconvergingatroughlythesametimeandwith

similarintensity.Yetpreparednessisfarfromevenly

distributed.Whilemanyorganizationsfeelwell

positionedtoaddresssustainabilityandoperational

challenges,confidencedropsnoticeablywhenitcomestotechnologicaldisruption,shiftingcustomerdemandandgeopoliticaluncertainty.

Whilepreparednesslevelsvarysignificantlyacross

disruptiontypes,onepatternremainsremarkably

consistent:roughlyone-thirdofexecutivesareunabletoclearlyassesswhethertheirorganizationsarepreparedorunpreparedforthedisruptionsahead.

Formanycompanies,these

developmentshaveledtoa

permanentstateofpressure,

arealitythatisnowfeltacross

virtuallyeverypartoftheindustry.”

PetraEileenLichtenau

GlobalSectorExecutiveAutomotiveKPMGInternational

Figure2:Howpreparedisyourcompanytorespondtoeachofthefollowingdisruptions?Sustainabilitytransition

18%36%31%13%2%

Operationalandfinancialpressures

19%32%

32%

15%

2%

Competitiveandbusinessmodeldisruption

14%35%

30%

20%

1%

Technologicaldisruption

7%36%

34%

15%

8%

Demandandcustomershifts

15%26%

32%

24%

3%

Geopoliticalandregulatorypressures

35%26%1%

Neitherpreparednorunprepared

5%33%

VerypreparedSomewhatprepared

SomewhatunpreparedVeryunprepared

Source:26thGlobalAutomotiveExecutiveSurvey.

15|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Interestingly,ourpacesettersenvisionsignificantlygreaterlevelsofdisruptionthanouraveragerespondent.Inoursurvey,62percentofpacesetterssaytheyexpectsignificanttofundamentalchangeintheirprocurementandsupplymanagement,versusjust

46percentofnon-leaders.Similarly,55percentofpacesettersexpectdisruptionintheiroperatingmodels,comparedto43percentofnon-leaders.

Whilemanycompaniesfocusonincrementalchange,pacesettersareexpectingamorecomprehensiveenterprise-widetransformation.Theirprioritiesextendbeyondproductsandtechnologytofundamentalshiftsinoperatingmodels,supplychains,customer

engagementandvaluecreation.

Figure3:Overthenextthreeyears,howmuchchangedoyouexpectacrossthefollowingareasofyourcompany?

Procurementandsupply/sourcingmanagement

Pacesetters----m-

19%43%21%13%4%

Non-Leader----

12%34%32%18%4%

Operatingmodel(processes,platforms,technology)

Pacesetters

2%

13%

42%

26%

17%

Non-Leader

1%

11%

32%

36%

20%

Decision-makingprocesses(humanvs.machine)

Pacesetters

3%

15%

30%

26%

26%

Non-Leader

3%

12%

29%

35%

21%

Customerchannelsandgo-to-market

Pacesetters

19%

32%

13%

36%

Non-Leader

3%

11%

28%

37%

21%

●Fundamentaltransformation●Significantchange●ModeratechangeMinimaladjustment●Nomaterialchange

Source:26thGlobalAutomotiveExecutiveSurvey.

Pacesetter(N-count:53to53)Non-Leader(N-count:722to722)

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

FiveTsofTransformation

Deliver

Transformation

16|26thGlobalAutomotiveExecutiveSurvey

Transformationisbusinessasusual.

Methodology

HowKPMGcanhelp

AIgeneratedimage

17|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

T1

Align

multiple

moving

targets

sfo

Tran

rmati

nisb

4

Deliver

Transformation

AccelerateTogether

Activate

Technology

ScaleTrust

BalanceTension

ThefiveTs

Theboardroom’snewNorthStar

Keytakeaway

Therulesoftransformationhavechanged.

Continuoustransformationisnowstandardpracticeacrosstheindustry,notaprogramwithafixedend

date.Respondentsindicatecapitalisalreadyfollowingthatshift:towardcustomer,salesandaftersales

workandsustainability,andtowardcompaniesthatdiversifybeyondthetraditionalautomotivecore,

wherevaluationscanrunthreetimeshigherthanlegacysupplierscommand.Pacesetterssharethe

sameviewofwherevalueismovingaseveryoneelse.Whatsetsthemapartisthedisciplinetoactonit:aclearviewofprofitpoolsbymarket,andthespeedtoreallocatecapital,talentandmanagementattentionbeforetheopportunitycloses.

Inaworldwheretransformationisthenewnormal,theeraofglobalchampionsisgivingwaytotheeraofmarket-specificwinners.

Continuoustransformationisnowthenormfortheautomotiveindustryaccordingto52percentofthesectorexecutivessurveyed.Valuepoolsare

stis

Tru。ffbaa

shiftingacrossmarkets,technologiesandbusinessmodelsfasterthananysingleroadmapcantrack.

Andleadersnowfindthemselvesinapositionwheretheyhavetocontinuouslyreallocatecapital,talent

andmanagementattentiontowherevergrowthis

emerging.Inmanycases,thismaybeoutsideofpurevehiclemanufacturing.

18|26thGlobalAutomotiveExecutiveSurvey

Executivesummary

Settingthescene

NavigatingthenewNorthStar

Thefuture,debated

HowKPMGcanhelp

Methodology

Figure4:ThinkingabouttheAutomotiveindustryin2035,howlikely

doyouthinkisthisscenario:MostmajorOEMswillhavesignificantlydiversifiedbeyondvehiclemanufacturingintosectorssuchasdefense,energy,and/ormobilityservices.

Selectone

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