Industry Sector: Automotive OEM
Functional Area: Purchasing & Supply Management
Webcast: The Automotive Revolution is Speeding Up – Perspectives on the Road to 2030
Following an initial 2016 report on the impact of disruptive innovations like autonomous driving, shared mobility, connectivity and electrification, McKinsey & Company will share insights from an updated perspective via a special one-hour webcast. Join us, on November 8, 2017 at 3:30PM CET to learn the latest thinking on the speed of change, new value opportunities, and what it will take to succeed in the future.
How Mobility Players Can Compete as the Automotive Revolution Accelerates
The personal mobility revolution will require players across the industry to deal with uncertainty, innovation, regulation and changing customer demands. The question on everyone’s lips: what will it take to win big in this new environment? The McKinsey Center for Future Mobility provides some answers.
The Automotive Revolution is Speeding Up
As the disruptions reshaping the automotive industry accelerate, the playing field has expanded geometrically, adding new players and ecosystems into the mix. McKinsey has developed a perspective on the changes ahead in the global automotive industry.
Webcast: Perspective on the Future of Shared Mobility
Shared mobility represents a growing trend in the automotive industry that could reshape competitive dynamics and reduce the number of cars sold each year.
How Shared Mobility Will Change the Automotive Industry
Is shared mobility an idea whose time has come? The concept could drive major changes within the global automotive industry, perhaps ultimately leading to reduced global car production levels. McKinsey analyzed the issues surrounding shared mobility and came up with some surprising conclusions.
Automotive Revolution 2030: Developing New Sales Strategies
While other elements of the automotive value chain have changed significantly in the past few decades, the sales process has in some ways remained strangely immutable. That’s all about to change, according to McKinsey’s analysis of likely automotive sales innovations through 2030.
An Integrated Perspective on the Future of Mobility
How will city dwellers get around a decade or more from now? McKinsey shares some out-of-the-box ideas and three potential models for cities based on their current and expected future characteristics.
B2B Solution Selling Comes of Age
Among business-to-business manufacturers, integrated solution sales could soon become a major new opportunity. To succeed, companies need to combine a profound understanding of customer pain points in specific industries with the ability to define potential solutions across business units.
Webcast: Monetizing Car Data
Connected cars will collect terabytes of data, which has some in the industry wondering how best to extract value from this potential new treasure trove. To find out, please log into the A&A extranet on December 16, 2016, from 14:00 to 15:00 CET. With the car data and shared mobility value pool expected to grow to USD 1.5 trillion by 2030, understanding the potential monetization opportunities is becoming an industry agenda topper.
Dangerous Curves Ahead! Disrupting today’s Linear Car Market
With the lines of software code in cars reaching stratospheric levels, the industry could learn some crucial lessons from other sectors that faced similar challenges to their once linear markets.
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.
HRC: Exploring the Robot/Human Connection
As factories become more intelligent, manufacturers are exploring new ways for workers to collaborate with robots. Companies seeking new levels of productivity and agility will strongly drive the trend toward human/robot collaboration going forward.
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.
Optimizing Automotive CAPEX
The efficient deployment of capital has become a critical capability in the global automotive industry, as OEMs and suppliers struggle to finance the trillions in new investments they will be compelled to make in the coming decade. Some suggestions on how leaders can lay the foundation for optimized capex spending.
An Hour a Day: Driving Automotive Product Development Efficiency
Improving an automaker's R&D efficiency can be a formidable challenge, given the inherent scale and complexity of these organizations. However, companies can adopt a straightforward, easy to comprehend goal such as finding an additional hour of value-added work per day per employee. In addition to making intuitive sense to all stakeholders, such a goal will deliver a more stable product-development process and outsized cost-reduction results.
Lean in 48 Hours: Supercharging Supplier Management
With competitive pressure on the rise, automotive OEMs and tier-1 suppliers need to squeeze all the wasted value possible out of their supply chains. The 48-hour lean approach can help them supercharge this process and capture the savings they need to stay in the game.
The New Need for Speed
With the industry's increasing exposure to market volatilities, managing reaction speed in core value chains will become a differentiating factor for automotive companies over the coming years. Part 9 of McKinsey & Company's series on automotive corporate finance reveals how industry players can best deal with uncertainty.
The Need for (Premium) Speed: Driving Value through Agility
The ability to move nimbly in times of crisis has always separated the winners from the laggards - a lesson that increasing numbers of premium automotive players have embraced. Where in the past such agility may have meant the difference between success and failure, today it can help premium-segment car companies deal with increasing demand volatility.
Agile Production Planning in an Age of Growing Volatility and Uncertainty
Production planners need a new set of tools to handle the increasing levels of uncertainty they face on a global basis. The ideas described here can help them better understand and prepare for uncertainty without over-investing or leaving the company open to potential disruption.
Quick-Change Artist: Becoming an Agile Supplier
Automotive suppliers need to become more agile if they hope to survive the increasingly wide gyrations occurring across the value chain. Learn the steps companies can take in order to understand what's causing volatility, assess the organization's appetite for risk, and implement actions to manage the increasing levels of uncertainty they face.
Accelerating The Car Data Monetization Journey
Customers love connected cars, but industry players still don’t get enough bang for buck from the data they produce. A major McKinsey study examines the challenge and comes up with several innovative ways to cash in some of that value.