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With the recent changes in the demand for new energy vehicles for parts and components, the continuous innovation in automotive design and manufacturing processes, and the impact of informatization and big data on automobiles, the development of auto parts companies has also transformed into opportunities and challenges. period.
In the past two years, the parts and components group has begun to adjust the business structure. Under this trend, Dr. CEO Stefan Sommer of ZF Group, an automotive parts supplier, believes that the competition of auto parts companies will become more intense and the possibility of reorganization and merger will also increase. For suppliers of auto parts and components that are in change, not only must they have technological advantages, but they must also ensure global competitiveness.
A: According to one report, the number of parts for electric vehicles in the future will be reduced by 1/3. This may cause the traditional business of auto parts companies to suffer. Then, in your opinion, where are the opportunities in this future transformation?
S: This is not a threat to us but an opportunity. I think that such market trends will give us many opportunities. For example, we are not only the traditional transmission manufacturers, but also provide hybrid products and solutions. The expertise and accumulated experience in hybrid power will help us develop more smoothly to the electronic level.
A: How should traditional parts and components companies transform in the process of change? Will new car design and manufacturing methods change the role of traditional auto parts companies in the industry chain?
S: The entire industry structure will not have major structural changes, and the basic positioning of parts suppliers and OEMs will remain unchanged. More changes that have occurred may be focused on parts supply. The electronic trend of the automotive industry will bring enormous opportunities to some suppliers of components that can lead electronic technology. On the contrary, some suppliers that do not have the ability to change will lose their competitive advantage in the future. With the increasing market demand for electronics, autopilot technology, and fuel economy, the greater the scale of auto parts suppliers, the greater the opportunities; the greater the investment, the broader the range of products involved.
Large parts suppliers will eventually benefit from this. Specialized suppliers who specialize only in certain areas may eventually lose their competitiveness because they are limited by the output of their products. Small suppliers may face problems in investing because they focus on catching up with the pace of development of the industry. The possibility of reorganization of resources and structures in the automotive parts supplier sector is increasing. To have stronger competitiveness in the future, not only to have technological advantages, but also to be globally competitive, this will also prompt the market to focus on large-scale global parts suppliers.
A: Is this trend related to the modularization and platform trend of the automotive industry?
S: Participation in the modularization and platform construction of vehicle manufacturers depends not only on solutions and technologies, but also on the scale of component suppliers. At the same time, it depends more on global performance. If you want to become a supplier of modular or platform technology, business development cannot be confined to one region, and you cannot focus on only one of Europe, North America, South America, and Asia Pacific. Only by taking into account the needs of all regions, can it become a supplier of platform technology, but also to achieve timely coverage of these areas. This regional timeliness and value-added strategic layout can enhance the company's competitiveness and profitability. Therefore, my point is that globalization coverage is more important than providing system solutions for vehicle manufacturers' modularization and platform development.
A: At this stage, for example, automotive transmissions and chassis technology, on the one hand, it is necessary to take into account the needs of vehicle manufacturers and the market to innovate. At the same time, it is necessary to avoid occupying internal resources of enterprises. How do you balance internal resources and innovative relationships?
S: For innovation, we have a clear definition process. With this process, we analyze consumer trends in the end market, young people's perceptions, and their expectations for next-generation cars. By understanding the new laws and regulations, we can predict the direction of the next market. We will use this to prioritize product technology research and development, which lists the major trends affecting technology and the best opportunities we may face in our future business. After that, we will strive to find the corresponding solution in technology. Advanced solutions can ensure that our engineering investment and investment meet the market demand to the greatest extent.
A 1/3 reduction in future auto parts is not an opportunity!