Development Countermeasures of Matching Supply of Auto Parts Enterprises in China 1, parts and components companies should follow the vehicle company changes Development Trend of Parts Supply System in China The implementation of global procurement after China's accession to the WTO will ruthlessly knock down a number of weak and small parts and components companies, but this does not mean that China's auto parts industry will suffer the catastrophe, on the contrary, some auto parts companies in China have considerable international market share. Competitiveness, such as parts suppliers, A-level suppliers, etc., that have been listed on the global procurement list by Shanghai GM, Shanghai Volkswagen and other large automotive companies, and some suppliers have even been listed as global procurement by large foreign companies. . After China's accession to the WTO, with the stimulation of the huge potential of the Chinese auto market, foreign parts manufacturing companies will also rush in, wanting to get a piece of cake, so domestic and foreign parts suppliers will conduct a fierce competition in the survival of the fittest, making effective The recombination of resources will improve the quality of auto parts and components, which will also give the domestic auto industry a new competitive advantage - an increasingly perfect parts supply system. Construction Scaffolding Parts
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When the automaker changes with the market, the parts and components companies must also make corresponding changes with the automaker. In the vast environment of accession to the WTO, parts and components ignore the changes in the auto factories, and the consequences may be disastrous. Parts and components companies should strive to constitute a large-scale supply that is suitable for the characteristics of the entire vehicle. Doing large-scale is the bottleneck of China's spare parts and development. Although OEMs including FAW, SAIC and Dongfeng have all stepped up their efforts in centralized procurement and increased the matching share of excellent suppliers and suppliers with strong development capabilities, they have formed an economic scale. However, industry insiders believe that China’s zero If a component company is strong, the biggest problem is how to find the commonality of scale. Some suppliers propose that they are a branded automobile accessory, but they cannot support a different brand of automobile; if they are used for a car, they cannot be used for trucks, but for trucks, other models cannot be equipped. What should I do? What about? Experts believe that in order to become a long-term supplier in the Chinese market, we must focus on the relationship between wide series, multiple varieties, and supply scale. Only for a variety of models, large-scale implementation is unrealistic. Breaking the closed state of the respective components of the current domestic auto group and taking the road of joint reorganization. The idea of ​​only supporting this model, the group, and the country will be broken down, and the models will be transferred to various companies worldwide. For various models, although there are many different technical standards, there are also common things. Once the parts supporting companies can find scale commonality among different levels of products in a series of products, or find them in different varieties and different quantities of products, or find them across a series of varieties, they can certainly become stable suppliers.
2. Strive to structure information flow
Supporting individualization, especially modular enterprises, must pay attention to synchronizing the informatization of the entire vehicle, production and supply, synchronization of supply and development. This requires the use of information flow instead of the entire physical logistics, the use of information management instead of tangible physical state management, and the use of virtual means to improve efficiency, especially in reducing logistics costs, information flow will play an important role.
In addition, OEMs are advocating punctuality in production methods and Kanban management methods, and gradually eliminating the way of delivery according to plan. Currently, two-thirds of FAW-Volkswagen's three models and suppliers of more than 100 varieties have already achieved computer networking with FAW-Volkswagen. Vendors monitor production plans from the year, month, week, and day to online plans. At present, the inventory of FAW-Volkswagen has dropped from the past two months to one week, the shortest is two days. CKD pieces also dropped from a half-monthly ship to a week-long flight.
3. Increase product development
The core of competition among domestic OEMs, parts and components companies and foreign companies lies in the competition of development capability, quality and cost. Among them, the development capability is the focus of competition, and it is also the weakest link of our company. In response to this problem, industry insiders pointed out that from this year onwards, suppliers should establish a connection with the computer procurement network of the vehicle purchasing department to prepare for simultaneous development. In the new product change, some suppliers have already participated in the simultaneous development of the vehicle factory. Some of the automakers currently developing products have no drawings, and the technical center only provides a three-dimensional outline of the data, requires suppliers to perform conversions, and develop products based on the ideas of the automaker.
4, pay attention to equipment investment <br> OEMs continue to regard product reliability as the focus of quality work and seek new breakthroughs. Mainly manifested in: in the process of system certification, more emphasis on the degree of hardware satisfaction; key parameters must have a reliable inspection; according to the different requirements and scale of products, for new products, if the supporting company does not guarantee the conditions or the ability to put into production before the investment The purchasing department will not agree that these suppliers participate in the tender for new products. In addition, the emphasis on quality is to further deepen the construction of the quality system and focus on the construction of a standard. In China, the formulation of complete vehicles and component standards is relatively backward. In the process of synchronizing with the international market, we have to combine the speed of market competition, minimize the changes in standards, and follow international standards. The supporting enterprises must synchronize with the main engine plant in the formulation and implementation of various standards, and keep pace with the development of the international market, which also lays the foundation for China's parts and components companies to go global.
Roland Berger believes that after China's accession to the WTO, China's spare parts supply system will be divided into three distinct levels, namely, system or module integrators, ie, first-level suppliers of components and parts suppliers, ie, secondary and tertiary suppliers. Business. Among them, foreign suppliers of parts and components are likely to dominate the first-level and some second-level products and gradually enter the after-sales service market and export market, while the Chinese-funded parts suppliers will dominate the third-level and part of the second-level, The vehicle support, after-sales service and export aftermarket. This trend will inevitably lead to a large-scale restructuring. Roland Berger expects that by 2010, the total number of suppliers of components and components that have undergone large-scale integration will be reduced by 70%. Finally, 20 to 30 Tier 1 suppliers, 250 to 350 Tier 2 suppliers, and 1250 will be formed. ~ 1500 three-tier suppliers.
Given market pressure, supply and demand in the parts and components market will decline by 8% to 10% per year, and Chinese suppliers of parts and components will soon face a situation of “somewhat worseâ€.
As automakers are trying to ease cost pressures, they will require suppliers to reduce their annual 8% to 10% while increasing their own efficiency, and will put considerable pressure on suppliers to shape their core competencies. Therefore, all state-owned enterprises interviewed expressed their willingness to establish joint ventures with suitable foreign partners. Through the start of joint ventures, it is possible to catch up with cutting-edge technologies, while entering the global procurement network and achieving economies of scale. For Chinese suppliers of spare parts, Roland Berger believes that in addition to alliances with foreign companies after the accession to the WTO, Roland Berger should also focus on the production of competitive key components and strive to develop new markets to achieve large-scale production. Roland Berger pointed out that "Chinese-funded parts suppliers will use low-cost advantages to enter the global purchasing network of vehicle manufacturers."
Foreign suppliers of spare parts will be based on the global market, and will further define their business development in China strategically. China will become a global production base for parts and components.
Although 90% of the supply still has a negative attitude towards e-commerce, in the next 3 to 5 years, the role and status of e-commerce in Chinese parts suppliers will be greatly enhanced.
Although according to Roland Berger’s prediction, the Chinese parts and components market will continue to grow at an average annual rate of about 10%, the entire parts and components industry will be more fragmented than the international level. According to statistics, about one-third of suppliers in China account for two-thirds of the parts and components market, and the top 100 of the world's 6,000 parts and components suppliers account for 40% of the global parts market. In order to cope with the severe challenges and fierce competition after the accession to the WTO, Roland Berger suggested that "the Chinese government and vehicle manufacturers should actively help solve the four major problems of parts suppliers, namely, price, scale, quality, and R&D." In order to further enhance the overall competitiveness of China's spare parts industry. The government can help establish a national R&D center to form the core competitiveness of key components; at the same time, it can accelerate industry consolidation and help form a group of small giants in the parts and components industry; in addition, the government can accelerate the financial service support in the transition process and reduce the tax burden. And providing technical support is also very important. OEMs can help parts suppliers to optimize their quality control systems, enhance their R&D capabilities through joint development of new models, and integrate parts suppliers into global supply networks through joint-venture OEMs. 