Nicolai Müller

Senior Partner, Cologne, Germany


Assessing Global Electric Vehicle Market Dynamics

China’s lead in producing electric vehicles (EVs) continues to grow, as Chinese OEMs made 43 percent of the nearly 875,000 EVs built worldwide in 2016. McKinsey’s latest analysis of the EV phenomenon from a supply and demand perspective assesses the progress that markets are making worldwide in this eco-friendly power play.

Industry 4.0 Demystified—Lean’s Next Level

As companies find it harder to wring further productivity improvements out of lean methodologies, many are looking to the Industry 4.0 revolution to fill the gap. However, instead of a revolution, leaders should view it as an evolution to "digitally enabled" lean.

Developing a Standard R&D Cost Model

As the pressure on product development organizations grows due to more demanding customers, proliferating product lines, and new digital feature requirements, the need for accurate project planning has never been greater. By introducing a standard cost model, companies can improve their ability to estimate R&D project costs and plan resource allocations by product and location.

Can India Become Asia’s Next Automotive Manufacturing Hub?

Increasing numbers of automotive players are exploring the benefits of expanding their Asian manufacturing footprints in India as China’s economy slows. Those efforts coincide with new national efforts to double the amount manufacturing contributes to India’s GDP.

Home Grown: Best-Practice R&D Transfer

Achieving uniformly high performance levels across R&D teams remains an elusive goal for many automotive and assembly players. Rather than seeking external benchmarks that might not resonate with an organization’s culture, companies can look within to identify and transfer best practices.

Driving MRO Excellence in Automotive

Automakers have expended untold amounts of effort improving the efficiency and cost effectiveness of their direct plant operations, but have focused far less attention on indirect MRO spending. Given that MRO expenditures constitute up to 6 percent of an OEM's total spend, the payback from efforts to reduce costs in this area can be substantial. Learn about a process that can give companies a head start in capturing MRO savings.

Using a Hybrid Approach to Tame Capex

As their need for capital increases, leading automakers are stepping up their game when it comes to identifying and capturing capex savings. An innovative two-step process can help industry leaders quickly reduce their capex requirements while setting the stage for longer-term investment sustainability.

Regions vs. Segments: Granularity of Growth in the Automotive Industry

Which strategic question is more important for an automotive player: Where to play or how to play? Learn the surprising answer in Part 4 of McKinsey & Company's series on automotive corporate finance, which examines the industry through a "granularity of growth" lens.

Capital Intensity: Finding Ways to Ease the Investment Burden for Automotive OEMs

Given the automotive industry's inherent appetite for capital, contract manufacturing offers a key route for automotive players to be able to reduce their asset bases in increasingly volatile markets. Part 3 of McKinsey & Company's series on automotive corporate finance reveals how this approach can provide automotive OEMs with a new strategic choice and why it will be a core topic in future capital market discussions of company valuations in highly cyclical industries such as automotive.  

Driving Change: 10 Megatrends Shaping the Automotive Industry's Future. Part 2

What trends will shape the global automotive industry through 2020 and how could they change the competitive landscape? McKinsey & Company has identified 10 trends that will a have major impact on the sector's future.  

The Road to 2020 and Beyond: What's Driving the Global Automotive Industry?

What does the future hold for the global automotive industry? Read what McKinsey & Company experts have to say as they consider the opportunities and challenges industry players will face in the coming decade.  

Creating Value in the Automotive Industry: Part 1

Financial markets often steeply discount automotive industry performance. Find out why, and what OEMs and suppliers can do about it in Part 1 of McKinsey & Company's series on unlocking the automotive industry's true value potential.

Supplier Perspective: How Automotive Suppliers Create Value

Automotive suppliers face some of the most difficult challenges in one of the toughest global industries there is. McKinsey has developed a comprehensive look at the issues facing suppliers, along with a selection of tools and approaches that can help companies achieve their goals.

High Potentials: Nurturing Top Talent

Automotive suppliers face a challenging decade ahead. Success for many players will require them to close the wide talent gaps that surfaced following the recent devastating economic crisis. As a result, leaders need a program that can dramatically accelerate development of top talent while simultaneously improving the company's overall strategic performance.

Quality Pays: Achieving World-Class Supplier Quality

Quality remains a make-or-break issue among automotive suppliers that are tasked by OEMs to achieve best-in-class quality levels while simultaneously delivering globally competitive prices. Learn why the surest way to deliver on both promises is to approach the quality challenge holistically, tapping into the tremendous power resident in the people who do the actual work both in- and outside the company.

Taking Charge: Supplier EV Opportunities

As the electrification of the automotive world gathers steam, traditional original equipment suppliers should explore the new roles they could play in this emerging part of the value chain. Learn what's driving the electric mobility opportunity and how new business models can create value for the supplier industry.

Lightweight Materials Extranet Survey

How OEMs will meet future greenhouse gas emissions restrictions is perhaps the hottest topic in the automotive industry today. McKinsey & Company's survey of A&A Extranet users provides a glimpse of how the automotive industry plans to cut kilograms off of future car weights in pursuit of this goal.

Boost! Transform the Automotive Powertrain - a Portfolio Challenge

The automotive industry is currently dealing with a number of discontinuities. Once the stable backbone of the automotive industry, powertrains have now become a portfolio game. Although at least 90 percent of cars will still have an internal combustion engine (ICE) in 10 years' time, in every third car there will be an electric motor and it's very uncertain which technologies will prevail. At the same time, the automotive industry is gaining momentum: automotive powertrain market revenue will more than double from EUR 187 billion to 459 billion by 2030, creating 420,000 new jobs worldwide. New players will enter the market. This transformation will be accompanied by dramatic shifts in the value chain. Manufacturers need to orient themselves now in order to survive in this portfolio game within the market going forward.

Electric Vehicles Generate Growth, Employment Worldwide

The next challenge for automakers: riding the electric powertrain!

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.

By the Numbers: Benchmarking Automotive Success

As competition reaches threshold levels in the global automotive industry, OEMs need to know where they excel, where they can improve, and where they need to launch aggressive programs to lift their performance as quickly as possible. Learn how a solid benchmarking effort can enable companies to uncover what separates the best from the rest.

Cultivating Company-Wide Industry 4.0 Solutions

Because many Industry 4.0 initiatives appear to be perfect “bite-size” projects, leaders often fail to establish an overall roadmap to move the entire organization toward the necessary footing. One automotive supplier successfully developed an action plan to integrate its many separate Industry 4.0 activities.