汽车业全球采购的发展趋势 - en.gasgoo.comen.gasgoo.com/Events/automotive-sourcing-summit... · A.T. Kearney has conducted its Assessment of Excellence in Procurement (AEP)

汽车业全球采购的发展趋势

Global Sourcing Trends in the Automotive IndustryApril 21, 2009

Shanghai, China

Dr. Lian Hoon LimPartner

Head of Greater China Supply Management and Operations Practice

Copyright © 2009 by A.T. KearneyThis document was prepared by A.T. Kearney for use by a joint Client and A.T.

Kearney team and may not be used for other purposes, or disclosed to other parties without the written permission of A.T. Kearney

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Agenda

Introduction and Executive SummaryGlobal Sourcing TrendsBest Practices of Global Sourcing Leaders• Strategic Sourcing Tools• LCC Sourcing Organizational Alignment

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Dr. Lian Hoon Lim

Partner

Head of Supply Management and Operations Practice, Greater China

A.T. Kearney Management Consulting

B.Sc. (Eng.) & Ph.D. in Electrical and Electronic engineering, Imperial College of Science, Technology and Medicine, University of London, U. K.

Dr. Lim has over eighteen years of industry and consulting experience in highly engineered products industries. During his time in industry he managed engineering and manufacturing in the electronics and related equipment industries.

During his more than ten years of consulting, most of which was in Asia, Dr. Lim has worked in the automotive, industrial goods, high technology, and logistics industries. He has consulted closely with many global and domestic companies on procurement strategies, governance and transformation and is a recognized thought-leader in the field of supply management and global sourcing.

A resident of Hong Kong, Dr. Lim speaks English, Malay, Indonesian, Mandarin, and Cantonese.

林莲云博士 (Dr. Lian Hoon Lim)

全球合伙人

大中华区供应与运营咨询部负责人

科尔尼企业咨询公司

英国伦敦大学帝国科学技术与医学学院，工程学士，电气与电子工程博士

林博士在工业工程方面拥有超过十八年的行业及咨询经验。曾经在电子及相关设备行业从事过多年工程与制造管理工作。

林博士过去十多年的咨询经验主要集中在亚洲，行业涉及汽车、工业品、高科技及物流等。他曾为多家国际及国内大型企业提供过采购战略、公司治理及转型等方面的咨询。他在供应链及全球采购方面被公认为资深专家。

林博士定居于香港，能够讲流利的英语、马来语、印尼语、普通话、及广东话。

Profile of SpeakerIntroduction and Executive Summary

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A.T. Kearney is a global management consulting firm with over 80 years of operation

Moscow

Singapore

Düsseldorf

Milan

Stuttgart

Munich

Berlin

CopenhagenOslo

New York

Toronto

AmsterdamBrussels

Paris

MadridLondon

Hong KongShanghai

Seoul

Vienna

Warsaw

BeijingKuala Lumpur

Lisbon

Rome Stockholm

Zurich

Washington, D.C.

Detroit

Boston

Helsinki

Bucharest

LjubljanaAbu Dhabi

ManamaRiyadh

SydneyMelbourne

JakartaNew Delhi

Bangkok

MumbaiDubaiAtlanta

Mexico City

Dallas

San Francisco

Chicago

São PauloPrague

Frankfurt

Tokyo

• Founded in 1926 with headquarters in Chicago

• 2,500 employees worldwide, with1,700 consultants

• Offices in major business centersof 35 countries

• About 2,000 engagements per year

• 80% of projects serve repeatclients

A.T. Kearney Facts

A.T. Kearney was one of the earliest high value-added management consultancies to enter China

A.T. Kearney Global Footprint

Introduction and Executive Summary

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Strategy & Organization

AerospaceAnd Defence

Auto-Motive

Process Industries

FinancialInstitutions

ConsumerGoods And

Retail

Pharma-ceutical

& Health-Care

Logistics/ Transpor-

tation Utilities

A.T. Kearney Industry Groups

Communi-cations

And High Tech

Marketing & Sales

OperationsManagement

Strategic Information Technology

Organization Design

Strategic Sourcing & Supply Chain Management

Func

tiona

l Pra

ctic

esOur network of functional practices and industry groups enables us to rapidly develop and deploy our know-how and expertise throughout the world


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Client Competitive Advantage…

…On A Global Basis

Implementation and Tangible Results

A.T. Kearney offers end-to-end capabilities across strategy, organizational effectiveness, operations, technology and implementation

• Corporate vision/strategy• Portfolio structuring• Value-based restructuring• Strategic planning process• Global expansion strategy• Mergers and acquisitions• Economic value analysis / industry

benchmarking• New product/market/channel

strategy• Brand Management• Domestic/export market evaluation

and validation• Market penetration planning• Category profitability• Measuring brand equity

• Organizational effectiveness and design

• Enterprise transformation• Change management• Organizational learning• Training and empowerment• Compensation• Measurement systems• Roles & responsibilities

alignment • Institutionalizing world class

capabilities• Process reengineering

• Product development / management

• Manufacturing excellence• Quality improvement• Supply chain integration• Strategic/global sourcing• Logistics and transportation• Network analysis• Negotiations management• Customer service• Sales force effectiveness• Cycle time improvement• Cash-flow management• Store operations• Performance management

• IT strategy• IT effectiveness — diagnostics and

blueprinting• IT planning architecture and

enterprise models• IT sourcing• IT implementation — enterprise

solutions and EIS• ERP value improvement• Customer solutions (CRM)• Sourcing solutions• Supply chain solutions

Information Technology

Skills

Supply Chain/Operations Expertise

OrganizationalEffectiveness

ImprovementStrategic/Industry

Insights and Analysis


A.T. Kearney Capabilities

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Based on our client work and global sourcing surveys, we foreseethat purchasing from emerging markets will continue, but will require a wider set of tools and organizational adaptation to achieve full benefits

Sourcing from emerging markets will continue to be important, but simply buying from these markets is insufficient to maintain cost leadership• A.T. Kearney consolidated views of 295 purchasing executives in its 2008 Assessment of Excellence in

Procurement (AEP) study• Emerging market sourcing remains prevalent, with interest shifting from China and Eastern Europe

toward Brazil, Russia, and India• Simply sourcing from an LCC is insufficient to maintain leadership, as the cost reduction gaps between

‘leaders’ and ‘followers’ has closedLeaders in global sourcing apply traditional leverage tools more systematically and also use more strategic relationship approaches to gain above average benefits• Leaders more systematically apply leverage strategies get LCC sourcing working for them• Leaders use all of the sourcing toolbox, including strategic relationship strategies, not just buyer power-

based bullyingCompanies must appropriately align their organizations to obtain the full benefits of low cost country sourcing• In addition to external market factors, internal organizational factors are often equally important for LCC

sourcing success, but less visible• Successful LCC procurement initiatives apply a “push” to complement the “pull” from LCC supply

markets to address internal bottlenecks• Best practice organizations establish a full set of local capabilities, including test centers, to facilitate

rapid capture of low cost country sourcing opportunities

Executive Summary


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Agenda


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A.T. Kearney has conducted its Assessment of Excellence in Procurement (AEP) study six times since 1992, most recently in 2008

Source: A.T. Kearney 2008 AEP Study

2008 Study Details600 elements benchmarked across 26 best practicesAverage participant is US$10 Billion in revenuesOnly those with established capabilities participatedSelected and verified 18 leaders (6 NA, 1 SA, 9 EU, 2 Asia) across 12 industries based on • Top overall scores• Strong, world-class performance in at least 3 “rooms”• Above average overall performance in each “room”The 2008 study had an increased emphasis on:• Global Sourcing and Emerging Markets• Supplier Relationship Management (SRM)• Technology

19921996

• Participant Profile:– 25 North America

25 Total Participants

77 Total Participants 1999

2002

2004

2008

295+Total Participants

• Participant Profile:– 51 Europe– 26 North America

• Participant Profile:– 86 Europe– 50 Americas– 26 Asia and

Emerging Markets

• Participant Profile:– 84 Americas– 45 Europe– 18 Asia and Emerging

Markets

• Participant Profile:– 127 Europe– 108 Americas– 46 Asia-Pacific

• Participant Profile:– 149 Europe– 111

Americas– 35 Asia-

Pacific

444 … and growing



638

275+Total Participants

Global Sourcing Trends

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Emerging market sourcing remains prevalent, with interest shifting from China and Eastern Europe toward Brazil, Russia, and India

Summary Observations

• Among the BRIC countries, the expected growth rate of sourcing from China appears to be slowing (though 2009 has brought some rebound)

• Both Leaders and Followers, on an average, are increasing sourcing from India by 10%

• Leaders are reducing the level of sourcing from Eastern Europe

• Over 50% of both leaders and followers are sourcing from developed regions like North America and Western Europe

• With the recent depreciation of the Korean Won, Korea has become a market of interest for global auto sourcing

Note: (1) Data includes responses from Non-BRIC countries onlySource: A.T. Kearney 2008 AEP study

3%

8%

6%

4%

3%

2%

8%

4%

13%

6%

0%

0%

-6%

-6%

13%

0%

TodayAbsolute change in 2 years from now

21%

11%

16%

24%

26%

39%

33%

46%

13%

25%

31%

38%

50%

56%

56%

63%

Emerging Markets Sourcing Profile(% Companies Sourcing for Global Operations)


China

India

Eastern Europe - EU

Eastern Europe - Non-EU

South East Asia

Mexico

Russia

Brazil

Leaders Followers

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Capital Expenditures

8.1% 7.7%

2.1%4.7%

2004 2008

Direct Materials

5.3% 4.5%

1.9%3.6%

2004 2008

Simply sourcing from an LCC is insufficient to maintain leadership, as the cost reduction gaps between ‘leaders’ and ‘followers’ has closed

Overall, the cost reduction gap between Leaders & Followers has closed by over 50%

Indirect Materials

5.0% 6.0%2.9%

4.5%

2004 2008

Services

9.8%5.6%

3.6% 3.9%

2004 2008

-74%

Gap Reduction

-50%

Gap Reduction

-73%

Gap Reduction

-29%

Gap Reduction


Average Annual Savings Achieved Over the Past Two Years

Source: A.T. Kearney 2008 AEP study

Leaders Followers

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Agenda


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Leverage Oriented Relationship Oriented

Leaders more systematically apply leverage strategies and more often use relationship strategies to get sourcing working for them

A.T. Kearney’s Procurement “Gemstone”

67

3372

47

64

23

4427• Pool volumes across

organization• Consolidate number of

suppliers• Bundle sub-categories

and source

• Compare “total” costs/ total value (TCO)

• On-line bidding and auctions

• Model “should-costs”• Introduce new suppliers

• Expand geographic supply base

• Develop new suppliers in emerging markets

• Exploit global supply/demand imbalances

• Conduct value analysis through product performance testing

• Harmonize specifications or adopt industry standard specifications

• Examine strategic make vs. buy• Employ strategic alliances/ partnering• Develop corporate point of contact

and supplier governance

• Optimize material flow

• Streamline ordering process

• Conduct training to minimize product waste and maximize service efficiency

Large gap

Best Practices of Sourcing Leaders – Strategic Sourcing Tools

Sourcing and Category Management Strategies for Achieving Cost Savings (% Companies Selecting ‘Systematically Used’)


78

40

9474

Large gap

Large gap

Best-Price Evaluation

Joint Process

Improvement

Volume Concentration

Product Specification Improvement

Relationship Restructuring

Global Sourcing

50

25

Demand Management

Leaders Followers

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22%

6%

29%

21%

33%

22%

78%

60%

22%

6%

39%

21%

60%

33%

22%

78%

Leaders Followers

Leaders use all of the sourcing toolbox, not just buyer power-based bullying

Leverage Innovation Network

Product Teardown

Procurement Outsourcing

Mega Supplier Strategy

Collaborative Cost Reduction

Price Benchmark

Make or Buy

Cost based Price Modeling

Buyer Bullying Supplier

Advanced Strategic Tools


Low

Hig

h

HighDemand Power

Invention on demand

Core cost analysis

Vertical integration

Bottleneck management

Sourcing community

Compliance managemen

t

Design for sourcing

Intelligent deal

structure

Political framework

management

Buying consortia

Closed loop spend

management

Functionality

assessment

Composite benchmark

Product benchmark

Cost data mining

Master data management

Supplier consolidatio

n

Spend transparency

Bundling across

generations

Value chain reconfigu-

ration

Supplier tiering

Collaborative capacity

management

Visible process

organization

RFI/RFP process

Supplier market

intelligence

Revenue sharing

Sustainability

management

Virtual inventory

management

Vendor managed inventory

Expressive bidding

Reverse auctions

Best shoring

Profit sharing

Project based

partnership

Total life cycle

concept

Supplier developmen

t

Total cost of ownership

Cost regression analysis

Strategic alliance

Value based sourcing

Supplier fitness

program

Leverage market

imbalances

Unbundled prices

Factor cost analysis

Demand reduction

Contract management

Bundling across

product lines

Bundling across sites

Global sourcing

LCC sourcing

Linear performance

pricing

Supp

ly P

ower

Specification

assessment

Design for manufacture

Process benchmark

Complexity reduction

Standardi-zation

Low

Procurement outsourcing

Leverage innovation

network

Product teardown

Price benchmark

Collaborative cost

reduction

Cost based price

modeling

Mega supplier strategy

Make or buy

The Purchasing Chessboard TM


Sourcing and Category Management Methods(% Companies Selecting ‘Systematically Used’)

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Low HighDemand powerA B C D E F G H

Low

High

Supply power

8

7

6

5

4

3

2

1

Invention on demand

Core cost analysis

Vertical integration

Bottleneck management

Sourcing community

Procurement outsourcing

Compliance management

Leverage innovation

network

Design for sourcing

Intelligent deal structure

Political framework

management

Buying consortia

Mega supplier strategy

Closed loop spend

management

Functionality assessment

Product teardown

Composite benchmark

Product benchmark

Cost data mining

Master data management

Supplier consolidation

Specification assessment

Design for manufacture

Process benchmark

Complexity reduction

Standardi-zation

Spend transparency

Bundling across

generations

Value chain reconfigu-

ration

Supplier tiering

Collaborative capacity

management

Visible process

organization

RFI/RFP process

Supplier market

intelligence

Make or buy

Revenue sharing

Sustainability management

Virtual inventory

management

Vendor managed inventory

Expressive bidding

Reverse auctions

Best shoring

Profit sharing

Project based partnership

Total life cycle concept

Supplier development

Total cost of ownership

Price benchmark

Cost regression

analysis

Strategic alliance

Value based sourcing

Collaborative cost reduction

Supplier fitness

program

Leverage market

imbalances

Unbundled prices

Factor cost analysis

Demand reduction

Contract management

Bundling across

product linesBundling

across sitesGlobal

sourcing LCC sourcingCost based

price modeling

Linear performance

pricing

The Purchasing ChessboardTM For An Automotive Transmission Supplier

Control units

SynchronizersClutch

Gearshift

Forgings

Castings

Bearings

Hydraulics

SinteringsMachined parts

Turned parts

Electric compontents

Plastics

Seals

Fasterners

Stampings

Misc parts

Drawn parts Springs

Magnets

Raw material

Oil Line

Rubber

Composites

For example, a transmission supplier found that much of their spend categories required non-traditional sourcing approaches

Circle Size Proportional to Total Annual Spend by Category

More Traditional “Best Price”Sourcing Methods Applicable

Strategic Alliances and Project-based Partnerships Preferred

High Engineering Involvement Required to Evaluate “Design for Sourcing” and Other VAVE Tools

IT Tools Leveraged to Capture Cross-unit Price Transparency

and Supplier Consolidation Opportunities


Transmission Supplier Client Case Example

Source: A.T. Kearney client example

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Agenda


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In addition to external market factors, internal organizational factors are often equally important for LCC sourcing success, but less visible

Vertical Relationship Issues

• Lack of alignment around opportunity and importance across HQ, product group top and mid-management

• Both passive and active resistance to spend shifts to LCC’s by withholding resources, “hiding” etc.

Horizontal Relationship Issues

• Non-procurement functions resist spend shift due to the need for them to manage new risks from LCC sources

Geographic Issues

• Where should resources be deployed – just one LCC or more?

Resources• What other resources (besides buyers) should be deployed? • How many, and where should they come from? • Who “owns” resources – some BU’s try to “control”

Best Practices of Sourcing Leaders – LCC Sourcing Organizational Alignment

Typical Internal Factors-based Resistance to LCC Sourcing

QualityProcurement Supply Chain Engineering

Product Group 1 Product Group 2 Product Group 3

Corporation

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Successful LCC procurement initiatives apply a “push” to complement the “pull” from LCC supply markets to address internal bottlenecks

2. & 3. Search for Supplier

4. Audit & Qualify Supplier

5. Negotiate Contract

6. Qualify Samples

7. Place New Orders and

Export1. Identify Potential


Applying “Push” and “Pull” to De-bottleneck a LCCS Programme

Typical Symptoms of LCCS Issues

No clear “Fit for LCC” criteria –some BU’s “hide” their spend

Unrealistic LCC supplier expectations –“exactly the same as incumbent”

Unavailability of suitable resources to qualify potential LCC suppliers

Unrealistic terms and conditions –“must be exactly the same as in HCC”

No HQ resources available, poor communication

BU’s unwilling to comply – old contracts extended or stock built up

　　

　　　　

　　　

　　　　

Vertical and Horizontal Bottlenecks need to be Addressed with a “Push”

Vertical CEO/BU President and CPO / IPO “push” through target setting and incentives

Horizontal BU President and IPO “push” for resolution of cross functional trade-offs

Geographic Need to identify supply market “pull” opportunities in LCC’s and transmit to RoW

Resources Need appropriate resources to convert opportunities – making “pull” a reality

IPO’s alone can only Generate a “Pull”

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Shifting responsibilities and establishing in-country testing services is an effective way to deal with typical LCCS part qualification bottlenecks

Produce sample

Send sample to division

for testing

Test sample Qualify? Provide

feedback

Order sample

Division 　　　

Procurement 　　

Division 　

Procurement Not applicable

　　　

Now: Divisions drive the process

Future: Procurement drives the process

De-bottleneck here

Remove from division control if they are the bottleneck – establish in-country shared services testing

Turned Parts Month

0

2

4

6

8

10

12

0% 25% 50% 75% 100%Quartile

1 - 4 months

6.2 months

Hot Stamped Parts

Month

Quartile

9.9 months

Expected lead timeReal average time

Real quartile time

2

4

6

8

10

12

14

16

18

0% 25% 50% 75% 100%

6 - 8 months

LCC Qualification Lead Time for Parts with Signed Contracts

Part Qualification Process Before and After De-Bottlenecking


Client Example – Dealing with Part Sample Qualification Bottlenecks

Source: A.T. Kearney project experience

Documents

汽车业全球采购的发展趋势 - en.gasgoo.comen.gasgoo.com/Events/automotive-sourcing-summit... · A.T. Kearney has conducted its Assessment of Excellence in Procurement (AEP)