美国汽车零部件电子商务应用分析报告

PracticeandProjectsineCommerceVersion2.0KrannertGraduateSchoolofManagement,PurdueUniversityDelphiDelcoElectronicsSystems:GlobalBestPracticeSharing&KnowledgeManagementIndustry&CompetitiveAnalysisPracticeandProjectsineCommerceVersion2.0KrannertGraduateSchoolofManagement,PurdueUniversityOverallPerformanceandTrendsTheAutoPartsindustryincludesoriginalequipmentpartsmanufacturers(OEM),after-marketpartsmanufacturers,andtireproducers.Foranindustryfacedwithlayoffs,plantidlingsanddownwardpricepressures,AutoPartsindustrystillmaintainedafairtop-linegrowthrateduringlasttheiryears(seetableandgraphbelowandExhibit1).However,theirprofitsarehurtingacrossthemanufacturingchain(Exhibit1cont.).Themajorreasonsareadeclineinvehicleproductionandtheconstantcost-cuttingstrategyofbig-threeautomakers.Theseproblemsletsomesuppliertofileforbankruptcyorbeshakenoutofbusiness.Themostimportanttrendsareconcentratedonconsolidationandglobalization.Intensifiedcompetitionispushingamassiveindustryconsolidation.NotonlyOEMsarereducingtheirTie1suppliers,butalsothesefirstTiesuppliersarecuttingtheirownsuppliers.Biggerfirmswouldhaveabilitytoprovide“module”insteadofsingleparts,andalsocouldspendmoreonresearchandengineering.Afteradecadeofcostcuttingpressedbyautomakers,suppliershavealittleroomtomaneuverindomesticmarket.Instead,theyareexpandingtointernationalmarkets.TheyhopethisdiversifiedmarketportfoliowouldhavethemsurviveundersoftUSeconomy.E-BusinessinAutoPartsIndustryAsfarase-commerceisconcerned,Tier1firmswillheavilyinvestinelectronicbusiness,andwillexpectalotinreturn.Outsourcing,intensecompetitionandmodularsystemshaveallcontributedtomajorautopartssuppliersusingWebbasedcollaborativeIndustryRevenuesTrend($B)-20308013018019981999200020012002OthersDelphi(14%ofindustry)5.7-48.0489.84ROE(%)-100.9-30847.7Netincomegrowth(%)5.7-7.648.3Salesgrowth(%)AverageLowHigh3-yrLeadersPerformancein3Yr.PracticeandProjectsineCommerceVersion2.0KrannertGraduateSchoolofManagement,PurdueUniversitytechnologyorevene-manufacturingsystems.Theyhopethate-businesswouldprovidebenefitoveraverywiderangeofactivities.Hencecoordinationwillbestrengthenedacrossmultipletiersofsuppliers.Sothee-commercewillcontinuetobeprevalentontheOEMandTieronelevel.Asaresult,alotofOEM/Tie1companieswillrequirenotonlytheirselvesbutalsotheirsupplierstobecomee-businesscapablecrossawiderangeofbusinessprocesses.Butthebarriersofimplementinge-businesscapabilityhavenotacommonunderstandingyet.Table1exhibitedtheE-businessapplicationinAutoPartsIndustryinagenerallevel.The“ApplicationRate”inthistablereferstohowmanycompaniesinAutoPartsIndustryhavealreadyimplementedacertainE-businessapplications.Table1:E-BusinessApplicationinAutoPartsIndustryApplicationRateFinishedgoodsinventoryCataloguepricingIntegrationbetweendatasenttosuppliersandtheirinternalsystemsLogistics/ordertrackingProductionplanningCADinteroperabilityorsimilarCADsystemsSpecificbusinessactivitiesComputertohumancommunication-automatedonyourendComputertocomputercommunication-automatedonbothendsGenericE-businesscapabilities49%29%28%23%18%15%15%14%Source:CenterforAutomotiveResearch,2001Todate,theweb-basedsystemsarethemajore-commercetechnologiesusedinthisindustry.Thesetoolscoverthreemajorareas:manufacturingprocurement,collaborativePracticeandProjectsineCommerceVersion2.0KrannertGraduateSchoolofManagement,PurdueUniversityandengineering,demandplanningorInventorymanagement.Table2isthedetailedbreakdownofCurrentE-businessapplicationinAutoPartsIndustry.Table2:E-businessApplicationAreasBreakdownProcurementofproductionparts25%9%3%4%ReverseauctionsE-Catalogues-searchbasedonspeciallynegotiatedpricesE-Catalogues-searchsuppliersgeneralcatalogueRequestforbids/proposalsE-businessApplicationAreasPercentofCompaniesImplementedCollaborativeEngineering25%28%12%MaintainacommondatabaseJointproductdesignECNs-transmit,versioncontrol,trackingSend,receiveinteroperableCADfiles7%PracticeandProjectsineCommerceVersion2.0KrannertGraduateSchoolofManagement,PurdueUniversityDemandPlanningorInventoryManagement44%33%30%27%Observeyoursuppliers'suppliers’inventoryorproductionschedulesObserveyoursuppliers'inventoryorproductionschedulesComputertohumancommunication-automatedonyourendCheckingpartsavailabilityJustintimeTrackshipmentsintransitVendormanagedinventoryReceiveadvanceshipnoticesSendordersandreleasesComputertocomputercommunicationbetweenyouandyoursuppliers/customersE-businessApplicationAreasPercentofCompaniesImplemented12%2%23%027%0Source:CenterforAutomotiveResearch,2001AmongthesetraditionalcompetitorsofDelphi,mostofthemputignoranteffectsonboththestrategic,tacticalandtheoperationallevelofE-business.AlthoughCovisint,anonlineauctioncompanybuiltbybig3,onlyhasaround50registeredcompaniesoftheautoindustry's30,000suppliers.Themajorityofthosemembersareprimary,or``tier1''suppliers.AstherivalcompaniesofDelphi,AanaCorp.,Federal-MogulCorp.andArivnMeritorInc.presentedasE-businesspursuers.Forexample,Danahasalreadyimplementedawell-builte-businessprogram,whichincludede-Sourcepackagefromi2technologiesande-Procurementbuyersoft