美国汽车市场

1美国汽车物流2SchenkerAG&BAXGlobal提纲1.美国汽车市场2.美国汽车的流通模式3.美国整车物流行业的运作模式3来源：Standard&PoorandJ.D.PowerandAssociates1.美国汽车市场1据预测，2008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践对比2.汽车流通模式：美国VS亚洲1美国中间商少，利润高：生产商－distributioncenter（配送中心）－经销商2亚洲中间商多，利润低：生产商－一级中间商－二级中间商－最终经销商5SchenkerAG&BAXGlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupplyofPartsSupplyofComponentsAftermarketServicesCarSalesDeliverytomarketFinalCarAssemblyTier3SupplierImporter/DealerSupplyofModules/SystemsTier2Supplier一级供应商制造商Tier0SupplierFinishedGoodsDistributionProductionSupplyLogisticsGlobalSourcingLogisticsAfterSalesLogisticsSupplyChainManagementSolutions/ValueAddedServicesMfc.美国汽车物流LSP6SchenkerAG&BAXGlobal3美国整车物流的运作模式（以Ford和Honda为例）OEM的采购流程3PLforFord－PenskeWorldwideLogistics－FedEx－Autogistics（Ford和UPS的合资企业）IT：UnixbasedLogisticssystem3PLforHonda－CSXtransportationandBNSF（railway）OEM的决策因素－缩短运输时间－使用（OTD）7SchenkerAG&BAXGlobalService2004-20062007ForwardingPrice/RatesPrice/RatesRiskAversionRiskAversionQualityProcessOptimizationProcessOptimizationQualityFinancialStabilityReferencesReferencesFinancialStabilityNAFTAAutomotiveLogisticChallengesLPWin/LossAnalysisBasedOnCustomerDecisionDrivers20%20%offorwardingRFQshaveincreasedtheirfocusonprocessoptimizationForwardingisstillpredominatelypricedriven8SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallengesLPWin/LossAnalysisBasedOnCustomerDecisionDriversService2004-20062007Warehousing/JIS/AssyPrice/RatesPrice/RatesRiskAversionProcessOptimizationQualityQualityFinancialStabilityReferencesProcessOptimizationRiskAversionReferencesReferences73%ofdecisionsarebasedonprocessoptimizationinitiativesproposedintheinitialbiddingFixed“Wall/people/process,IT”areopenforoptimizationatbiddingphase73%9SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallengesService2004-20062007IT(VisibilityTooling)QualityQualityProcessOptimizationProcessOptimizationRiskAversionRiskAversionReferencesReferencesPrice/RatesPrice/RatesFinancialStabilityFinancialStabilityLPWin/LossAnalysisBasedOnCustomerDecisionDriversNochangeindecisionpriority.Implementationtimingguaranteesandstart-upcostmodelsalternativeslinkedtotopthree10SchenkerAG&BAXGlobalDBGroup*DBAG-managementholdingcompanyVerticallyintegratedgroupstructureRating:Aa1/AARevenues(€bn)(AdditionBAX)EmployeesNo.1inEuropeanrailpassengertransportNo.1inEuropeanpublicurbantransportNo.1inGermanbustransportPassengerTransportRevenues(€bn)Employees11.353,800LargestrailtrackinfrastructureinEuropeNo.1carsharingcompanyinGermanyNo.1bicyclehirecompanyinEuropeTrackinfrastructureandServiceRevenues(€bn)Employees1.284,900No.1inEuropeanrailfreighttransportNo.1inEuropeanlandtransportNo.2inairfreightNo.3inoceanfreightNo.3inNorthAmericanintegr.heavyweightfreightNo.6incontractlogisticsTransportandLogisticsRevenues(€bn)(AdditionBAX)Employees12.4(14.8)75,00025.1**(27.5)213,700*in2005**Incl.0.3others11SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallengesbNAFTACommonTrendsI.Bundlingoflogisticservices(demandside)A.OEM’sandincreasinglytier-1want:Onecontract(multipleservices)OneoverheadOnepricingmoduleOnesystem(IT)Costssynergiesthroughconsolidationofservices12SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallengesLogisticserviceprovidersarelargelyfragmentedinserviceofferingOMS,VM&OI……butwithagrowingtendency…..OutboundconsolidationForwarding…tobundleservices.CustomsInboundwarehousingQualitychecksLight&heavyassemblyJIS/JITWasteManagementCompleteSCMtransparency–ITPartialIn/boundProcess/LeanengineeringSparepartslogisticsReturnsmanagement&repairProcurementProductionDistribution13SchenkerAG&BAXGlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupplyofPartsSupplyofComponentsAftermarketServicesCarSalesDeliverytomarketFinalCarAssemblyTier3SupplierImporter/DealerSupplyofModules/SystemsTier2SupplierTier1SupplierManufacturerTier0SupplierFinishedGoodsDistributionProductionSupplyLogisticsGlobalSourcingLogisticsAfterSalesLogisticsSupplyChainManagementSolutions/ValueAddedServicesMfc.NAFTAAutomotiveLogisticChallengesServicesarelargelyfragmentedbasedoncorecompetenceofLSP14SchenkerAG&BAXGlobalPrice/RatesDecisionNAFTAAutomotiveLogisticChallengesKeyCustomerDecisionDriversforchoosingLPs.ServiceQualityReferencesProcessInnovationRiskAversionFinancialStability15SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallengesModerncompetitionamongstLeadServiceProviders(LSP)DevelopingaUSP:bestnetwork,bestIT,newestassets,bestlocations……16SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallenges….timetore-thinkaboutcompetition…..redirectthatenergytothebenefitofthecustomer17SchenkerAG&BAXGlobalNAFTAAutomotiveLogisticChallenges1.CooperationamongstlogisticprovidersOEMs/tier-1arestartingto“encourage”partnershiptoachievesynergiesBasedonexperienceOEM/suppliersknowwhichLPisgoodwithwhatservice;i.e.whomtheyfeelcomfortableworkingforspecificservicesOEMs/suplliershaveexperiencedthatthereisnotreal“jackofalltraits”LP,thatisgoodateveryservice,everywhereWorktogether–ordon’tworkforusOEMs/tier