中国汽车行业的驱动力

MainheadinghereSub-headinghereFuturedriversoftheChinaautomotiveindustry.ManufacturingMainheadinghereSub-headinghere1DearAutomotiveNewsEuropeCongressAttendee,GreetingsfromDeloitteandwelcometowhatisannuallyoneofmostimportantautomotiveconferencesinEurope.Weknowhowimportantconferenceslikethisoneareforgainingnewperspectives,networkingwithfellowindustryexecutivesandexchangingofnewideastoaddresstheindustry’smostpressingissues.ThisiswhyDeloitteisveryproudtobetheleadsponsorforthisyear’sAutomotiveNewsChinaConferenceinNovember.WecordiallyinviteyoutoattendwhatshouldbeagreatconferenceonChina’sautomotiveindustry.Deloittehasmorethan4,500peoplein10citiesthroughoutChina.Weknowthismarket,itsfastpaceofgrowthandknowwhatittakestoachieveprofitabilityablegrowthinChina’sfastgrowingmarket.WehaveattachedtworecentreportsthatDeloittepreparedontheChina’sautomotivemarketwhichthatprovideourinsightstothechallengesandopportunitiesfacedbymulti-nationalsandChinesedomesticcompanies.Thefirstreport,“SustainableStrategiesforChina’sAutomotiveIndustry:SomethingOld,SomethingNew”,providesmulti-nationalswithtwostrategicconceptsthatareveryrelevant–oneanoldideathatwebelievecanbeexecutedmoreeffectivelytodriveadditionalimpact;andtheother,anewconceptthatisespeciallywell-suitedtothecomplexitiesanduncertaintiesintheChinamarket.Thesecondreport,“ExportReadinessofChina’sAutomotiveIndustry:The“Ins”and“Outs”ofManagementIssues”providesthekeyfindingsofourexecutivesurveyandinsightsintotheautomotiveexportchallengesandopportunitiesofdomesticChinesemanufacturers.Wehopeyoufindbothofthesereportsinterestingandenlightening.Webelievethattherearesignificantopportunitiesforbothmulti-nationalautomotivecompaniesanddomesticChineseautomotivecompaniesdoingbusinessinChina.Wehopeyou’llconsiderjoiningusinShanghaithisNovembersowecanalldiscusstheopportunitiesandchallengesofChina’sautomotivemarket.SteveLaughmanTedLeeGlobalAutomotiveLeaderLeaderofAutomotiveIndustryDeloitte&ToucheLLPManufacturingGroup,ChinaDeloitteToucheTohmatsuMainheadinghereSub-headinghereContentsSustainablestrategiesforChina’sautomotiveindustry:1Somethingold,somethingnewExportreadinessofChina’sautomotiveindustry:8The“ins”and“outs”ofmanagementissuesContacts25AboutDeloitte26MainheadinghereSub-headinghereForfurtherinformationvisit©2006DeloitteToucheTohmatsu.Allrightsreserved.DeloittereferstooneormoreofDeloitteToucheTohmatsu,aSwissVerein,itsmemberfirmsandtheirrespectivesubsidiariesandaffiliates.AsaSwissVerein(association),neitherDeloitteToucheTohmatsunoranyofitsmemberfirmshasanyliabilityforeachother'sactsoromissions.EachofthememberfirmsisaseparateandindependentlegalentityoperatingunderthenamesDeloitte,Deloitte&Touche,DeloitteToucheTohmatsuorotherrelatednames.ServicesareprovidedbythememberfirmsortheirsubsidiariesoraffiliatesandnotbytheDeloitteToucheTohmatsuVerein.Deloitte&ToucheUSALLPistheU.S.memberfirmofDeloitteToucheTohmatsu.IntheU.S.,servicesareprovidedbythesubsidiariesofDeloitte&ToucheUSALLP(Deloitte&ToucheLLP,DeloitteConsultingLLP,DeloitteFinancialAdvisoryServicesLLP,DeloitteTaxLLPandtheirsubsidiaries),andnotbyDeloitte&ToucheUSALLP.MainheadinghereSub-headinghereSustainablestrategiesforChina’sautomotiveindustryMainheadinghereSub-headinghereSomethingold:sourcingfromsuppliersinChinaSourcingfromlowcostsuppliersinChinaiscertainlynotanewidea.AllglobalOEMssourcefromChinatosomeextent.However,progressintheautoindustryhasbeenslow.RecenttradestatisticsshowthatoftheUS$750billioninexportsfromChina,onlyabout0.3%areinautoOEMcomponents–severelyunderperformingthepotential.Withthesavingspotentialof10%-40%ormoreonlandedcostforsimplecomponentswithhighlabourcontent,whyhastheprogressbeensoslow?Ithasbeenslowbecauseitisnoteasy.CompanieswantingtoleveragelowcostsourcinginChinafaceanumberofkeychallenges,including:Costbasevs.capabilities:Inmanycases,thebetterthecostsavingsopportunity,themoreimmaturethesupplier.Diligence:Reliableinformationaboutsuppliersislacking,andthusitisdifficulttodeterminewhichareworththedevelopmentinvestment.Programmeskills:Abilitytomeetthedemandsofinternationalprocurementrangesfromfairtoverypoor.Research&development:R&Dcapabilityislimited,andwhatdoesexistmaybefocusedonreverseengineeringtolearnfromcompetitors.Compliance:Itcanbedifficulttoestablishthecompliancemonitoring,mentoringandcontrolsessentialforasustainableprocurementrelationship.2MainheadinghereSub-headinghereSo,howcanglobalOEMssucceedinthefaceofthesechallenges?Ourworkwithautomotiveclientssuggestsfivemajorfocusareas:1.Youaretransformingyoursupplychain–notjustswitchingsuppliers–andtransformationsrequireactive,ongoingleadership:RecognisethatswitchingtoChinesesourcesrepresentsasignificantchangeinthewayyoudobusiness.Costswillbelower,butsupplierdevelopmentandmanagementmorecomplex,andriskwillbehigher.Expectdebatesoverrisk-rewardtradeoffs.Youwillneedextensiveseniorleadership–withoutit,thesedebatesandissueswill“freeze”theorganisation,andtherewillbelittle,ifany,progress.2.Carefullyselectsuitableproducts:Startwithsi