Jan Wüllenweber

Senior Partner, Cologne, Germany

Jan Wüllenweber is a Senior Partner in the Cologne office of McKinsey & Company. He is a member of the Automotive & Assembly practice and leader of the European Purchasing and Supply Management practice.

Since joining the firm in 1996, his work has focused on strategy and operational issues in the automotive & assembly industry, both for OEMs and suppliers.


Cutting Direct Materials Costs in Low-Volume Industries

While low-volume suppliers and OEMs may look with envy at the scale advantages of their global automotive peers, they can achieve their own dramatic cost reductions by employing the right tools and techniques. Learn how one low-volume player trimmed more than 25 percent from its direct materials costs using this approach.

Business Rebooted: Redefining Automotive Business Processes

To remain competitive in today's rapidly changing markets, automotive players sometimes need to re-think the processes they use to conduct business, clearing away the cobwebs of old and often ad hoc ways of doing things and replacing them with well-thought-out alternatives. Learn how to make this shift smoothly and effectively.

Energy-Efficient Mobility

Squeezing more miles out of less fuel has become the automotive industry's new mandate, but doing so will likely create a number of discontinuities in the marketplace that could negatively affect the bottom lines of OEMs and suppliers alike. A new McKinsey & Company report helps bring needed clarity to the issues that surround this new race for hyper-efficiency.

How to Move to the Next Generation of Purchasing Spend Optimization

Need to cut costs, but disappointed with the progress to date? A next-generation product optimization program can deliver above and beyond expectations, focusing on extracting the maximum value from existing tools.

De-mystifying Systems Engineering

When engineering knowledge retreats, gut instinct often takes its place. That's why many systems engineering projects seem to be haunted by dubious decisions and mystical thinking. To correct this problem, developers need to apply a lot less "feeling" and much more methodology.

Controlling Car Company Complexity

Automakers face a rising tide of complexity that threatens to swamp product schedules, quality performance, and cost targets – a trend clearly exacerbated by the current financial and economic crises. Learn why complexity for its own sake destroys value for both automakers and their customers, and how to attack it on three distinct levels. 

When is the Site Right? - Site Selection in Russia for Medium-Sized Operations

An approach has been developed to help companies find a site in Russia suitable for mid-sized industrial operations in as short as eight weeks. While site selection in other countries is typically conducted through real-estate professionals, many companies using this channel have not had success in the Russian market. McKinsey & Company has found a way to leverage relationships within Russia to help companies navigate the landscape more efficiently.

2020 Vision: Seeking Germany's Automotive and Machinery Future

Do Germany's automotive and machinery players have what it takes to thrive in the rapidly changing global industries they inhabit? How will they perform against players in other countries? Which trends will dominate their strategic plans and what will drive growth? Find out from McKinsey & Company's assessment of the future prospects of Germany's dynamic automotive and machinery industries.

Outsourcing Engineering: Current Trends and Future Prospects in the Automotive Sector

The trend towards increased levels of engineering outsourcing offers OEMs new opportunities to differentiate their products quickly and effectively, and presents suppliers with new ways to capture additional value. McKinsey & Company's research into these trends provides the benchmarks that both types of players can use to assess and strengthen their competitive positions. 

Ticket to Ride? The European Bus Industry's Choice

Europe's bus industry players have two choices: hone their current skills to compete in the mature market premium segment or pursue a low-cost strategy focused on emerging markets. Learn why rising costs and new competitors will make clinging to the status quo an unattractive proposition.