[精选]美国汽车市场

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1、1美国汽车物流2SchenkerAG&BAXGlobal提纲提纲1.美国汽车市场2.美国汽车的流通模式3.美国整车物流行业的运作模式3来源：Standard&PoorandJ.D.PowerandAssociates1.1.美国汽车市场美国汽车市场1据预测，2008年美国的汽车整车销售将低于1500万辆，比2007年销售下降100多万辆2 至1998年以来，美国的轻型轿车销售量从未低于1600万辆4来源：美国和亚洲汽车制造实践对比2.2.汽车流通模式：美国汽车流通模式：美国 VS VS 亚洲亚洲1美国中间商少，利润高：生产商distribution center（配送中心）经销商2 亚洲中间商

2、多，利润低：生产商一级中间商二级中间商最终经销商5SchenkerAG&BAXGlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupplyofPartsSupplyofComponentsAftermarketServicesCarSalesDeliverytomarketFinalCarAssemblyTier3SupplierImporter/DealerSupplyofModules/SystemsTier2Supplier一级供应商制造商制造商Tier0SupplierFinished

3、GoodsDistributionProductionSupplyLogisticsGlobalSourcingLogisticsAfterSalesLogisticsSupplyChainManagementSolutions/ValueAddedServicesMfc.美国汽车物流美国汽车物流LSP6SchenkerAG&BAXGlobal3 美国整车物流的运作模式（以美国整车物流的运作模式（以Ford 和和Honda为例）为例）OEM的采购流程的采购流程3PLforFordPenskeWorldwideLogisticsFedExAutogistics（Ford和UPS的合资企业）IT：

4、UnixbasedLogisticssystem3PLforHondaCSXtransportationandBNSF（railway）OEM的决策因素的决策因素缩短运输时间使用（OTD）7SchenkerAG&BAXGlobalService2004-20062007ForwardingPrice/RatesPrice/RatesRiskAversionRiskAversionQualityProcessOptimizationProcessOptimizationQualityFinancialStabilityReferencesReferencesFinancialStabilityN

5、AFTA Automotive Logistic ChallengesLP Win/Loss Analysis Based On Customer Decision Drivers20%20%offorwardingRFQshaveincreasedtheirfocusonprocessoptimizationForwardingisstillpredominatelypricedriven8SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesLP Win/Loss Analysis Based On Customer Decisio

6、n DriversService2004-20062007Warehousing/JIS/AssyPrice/RatesPrice/RatesRiskAversionProcessOptimizationQualityQualityFinancialStabilityReferencesProcessOptimizationRiskAversionReferencesReferences73%ofdecisionsarebasedonprocessoptimizationinitiativesproposedintheinitialbiddingFixed“Wall/people/proces

7、s,IT”areopenforoptimizationatbiddingphase73%9SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesService2004-20062007IT(Visibility Tooling)QualityQualityProcessOptimizationProcessOptimizationRiskAversionRiskAversionReferencesReferencesPrice/RatesPrice/RatesFinancialStabilityFinancialStabilityLP

8、Win/Loss Analysis Based On Customer Decision DriversNochangeindecisionpriority.Implementationtimingguaranteesandstart-upcostmodelsalternativeslinkedtotopthree10SchenkerAG&BAXGlobalDB Group*nDBAG-managementholdingcompanynVerticallyintegratedgroupstructurenRating:Aa1/AARevenues(bn)(AdditionBAX)Employe

9、esnNo.1inEuropeanrailpassengertransportnNo.1inEuropeanpublicurbantransportnNo.1inGermanbustransportPassenger TransportRevenues(bn)Employees11.353,800nLargestrailtrackinfrastructureinEuropenNo.1carsharingcompanyinGermanynNo.1bicyclehirecompanyinEuropeTrack infrastructure and ServiceRevenues(bn)Employ

10、ees1.284,900nNo.1inEuropeanrailfreighttransportnNo.1inEuropeanlandtransportnNo.2inairfreightnNo.3inoceanfreightnNo.3inNorthAmericanintegr.heavyweightfreightnNo.6incontractlogisticsTransport and LogisticsRevenues(bn)(Addition BAX)Employees12.4(14.8)75,00025.1*(27.5)213,700*in2005*Incl.0.3others11Sche

11、nkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesbNAFTA Common TrendsI.Bundlingoflogisticservices(demandside)A.OEMsandincreasinglytier-1want:Onecontract(multipleservices)OneoverheadOnepricingmoduleOnesystem(IT)Costssynergiesthroughconsolidationofservices12SchenkerAG&BAXGlobalNAFTA Automotive Logi

12、stic Challenges Logistic service providers are largely fragmented in service offeringOMS,VM&OIbut with a growing tendency.OutboundconsolidationForwardingto bundle services.CustomsInboundwarehousingQualitychecksLight&heavyassemblyJIS/JITWasteManagementCompleteSCMtransparencyITPartialIn/boundProcess/L

13、eanengineeringSparepartslogisticsReturnsmanagement&repairProcurementProductionDistribution13SchenkerAG&BAXGlobalCustomerUnderstandingMarketingProductInnovationDesignInboundLogisticsSupplyofPartsSupplyofComponentsAftermarketServicesCarSalesDeliverytomarketFinalCarAssemblyTier3SupplierImporter/DealerS

14、upplyofModules/SystemsTier2SupplierTier1SupplierManufacturerTier0SupplierFinishedGoodsDistributionProductionSupplyLogisticsGlobalSourcingLogisticsAfterSalesLogisticsSupplyChainManagementSolutions/ValueAddedServicesMfc.NAFTA Automotive Logistic ChallengesServicesarelargelyfragmentedbasedoncorecompete

15、nceofLSP14SchenkerAG&BAXGlobalPrice/RatesDecisionNAFTA Automotive Logistic ChallengesKey Customer Decision Drivers for choosing LPs.ServiceQualityReferencesProcessInnovationRiskAversionFinancialStability15SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesModerncompetitionamongstLeadServiceProv

16、iders(LSP)LSP1LSP2DevelopingaUSP:bestnetwork,bestIT,newestassets,bestlocations16SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesLSP1LSP2LSP1.time to re-think about competition.redirect that energy to the benefit of the customer17SchenkerAG&BAXGlobalNAFTA Automotive Logistic Challenges1.Coope

17、ration amongst logistic providersn OEMs/tier-1arestartingto“encourage”partnershiptoachievesynergiesnBasedonexperienceOEM/suppliersknowwhichLPisgoodwithwhatservice;i.e.whomtheyfeelcomfortableworkingforspecificservicesnOEMs/suplliershaveexperiencedthatthereisnotreal“jackofalltraits”LP,thatisgoodatever

18、yservice,everywherenWorktogetherordontworkforusnOEMs/tier-1arestartingtoencouragepartnershipasopposedtoLPschoosingtheirpartnernThisincentivebyOEM/tier-1startedinNAFTA,partiallybasedonEUssuccessusingthatstrategy 18SchenkerAG&BAXGlobalMarketResearch(Mercer&Frauenhofer)Nr.of OEMNr.of suppliersl 50%redu

19、ctionofsupplierslEmergenceofmegasupplierslIncreaseinaddedvaluetosupplierslIncreasedexpectationofsuppliersquality-additional/newengineeringrequirements-addtionalresources-increasedpartnership“approaches-nationaltointernationalresponsibilities NumberofOEMSNumberofsuppliersLPstooarefollowingthesamepath

20、NAFTA Automotive Logistic Challenges19SchenkerAG&BAXGlobalNAFTA Automotive Logistic Challenges2.Light&heavy assembly as an integral part of SCMA.Demandforvalue-addservicesaredevelopingtoincludeassemblyfunctionsB.Why?ShortageofproductionspaceatOEM/tier-1CheaperonaccountofwagestructureLessFTEonOEM/tie

21、r-1payrollC.ServicesarepredominatelyrenderedoutsideOEM/tier-1facilityD.DemandisgrowinginparticularwherewarehouseoutsourcingopportunitieshavealreadyexistE.InthemajorityofcasesinventoryisownedbyLPF.Modules(IPs,enginedressing,axles,etc.)G.EmergenceofproductionandengineeringorientedLP20SchenkerAG&BAXGlo

22、balNAFTA Automotive Logistic Challenges3.VM&OI(VendorManaged&OwnedInventory)A.IncreaseindemandforVM&OIforintercontinentalsupplychains-ChinatoUS-inboundB.Supplychainswithhighvalue-addcomponents(i.e.forwardingwith:warehousing,qualitycontrol,lightassembly)C.SupplychainswithhighcommodityvalueD.Internati

23、onalbanksareincreasinglyaddressingthisdemandbyofferingnewsolutionstoLPsVMI:aprocessinwhichasuppliergeneratesordersforitsdistributorbasedondemandinformationsentbythedistributorThecoordinationofinformation,materialandfinancesrangingfromprocurement,productionanddistributionincludingwastemanagement21Sch

24、enkerAG&BAXGlobalNAFTA Automotive Logistic Challenges4.Establishing Data Standards(SCM Visibility)Facts*:“15%ofallUSboundoceanfreightcontainerswithautomotivepartsaredelayedbecauseofdatadeficiencies”(Industry Action Group)“46%ofOEMsmovemorecargoonanexpeditebasisthan2yearsago”“37%ofOEMand40%ofsupplier

25、smaintaincostlybuffersthatexceed20days”“79%ofallinformationisre-keyedmultipletimes”“If supply chain visibility has become the Holy Grail for just about every manufacturer,why is financial data relating to cost of the supply chain barely on the radar of many companies”MarciaMacleodAutomotiveLogistics

26、,July/August2007*(AMR,Journal of Commerce,May 28,2007)22SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesMOSSMaterialOff-ShoreSourcingObjective:developindustrystandardsfordatacommunicationthatspeedsuptheflowandaccuracyofgoods(AIAGwithGM,DCX,HondaandFord)*Withnewglobalindustrystandardsfordatac

27、ommunicationintheprocessofbeingdeveloped,shouldlogisticsprovidercontinuetoinvestheavilyinin-houseSCMvisibilitytoolsorpromoteafuturestandard?*(AMR,Journal of Commerce,May 28,2007)23SchenkerAG&BAXGlobalNAFTA Automotive Logistic Challenges5.NAFTAs rush to LCCS(Low Cost Country Suppliers)A.Genericreason

28、sforgoingtoLCCSCosts.Forecastedvolumes:i.e.Chinaplanstoproduce10-15millioncarsby2020B.Theoryvs.RealityTheory:LCCSallowyoutoreducecosts,increaseprofitmarginReality:Differentculture(politics,socio-economic,infrastructureandmindsetoftenoff-settheseprofitsC.Why?Slowknow-howtransfertoLCCDifferentqualitys

29、tandardsLackofmanagement&infrastructurefromOEM/tier-1inLCCLackofeconomicandculturalknowhowResult:UnbudgetedadditionalcostandlostoftimeQuestionforLPs:Howlongwilltheeconomicboomlast?WhatarethesuccesschancesforlatemarketentryofLPs?24SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesD.Whatdoesthat

30、meanforNAFTALPsdealingwithLCC?HigherdegreeofflexibilityfromLPsLPsrequireasolidlyestablishedinfrastructureinLCC(legal,HR,quality,operation,partnerships,finance,IT,etc.)SuccessfulSCMrequirestruepartnershipapproachbetweenclientandLPstotacklethecontinuouslychangingdemandsandopportunitiesforbothclientand

31、LPsTrend:SeveralOEMsandtier-1arereturning“home”andre-discoveringMexicoasaviablealternativeoptionasanLCC25SchenkerAG&BAXGlobalNAFTA Automotive Logistic ChallengesSummary:1.LCChaveamassivelogisticopportunitiesbutarenottheoftenanticipated“overnightsuccess”2.Understanding&respectingtheLCCcultureaswellas

32、thewillingnessinalongterminvestmentisapreconditionforLPs.3.ForNAFTAOEMsandtier-1arenewedfocustowardMexicohasemergedasaviablealternative(lowlaborcosts,lowertransportationcostsascomparedto,forinstanceChina,fasteraccessandinterventioninprocessesispossible).Mexicoisbeingre-discovered.26SchenkerAG&BAXGlo

33、bal6.Increase Built to OrderA.Increaseincustomerswillingnesstowaitforthecarwiththerightspecs(Europeisshowingoppositetrend3-6monthswaitingistoolong)B.Increaseininboundsupplychaincomplexity(JIS/JIT)C.ThistrendiscreatingopportunitiesforLSPthathaveexperienceininboundbuild-to-ordersequencingandassemblyNA

34、FTA Automotive Logistic Challenges27SchenkerAG&BAXGlobalNAFTA Automotive Logistic Challenges7.Railway facts.A.ThegrowingconcentrationofOEMsinS.USAandMexico,isresultinginagrowingdemandformoreefficientrailinfrastructureandservicesB.Inconsistenttransittimes,railcapacityshortagesandlikelypriceincreasesa

35、rekeyissuestoberesolved.D.Thedifficultiesinresolvingtheseissuesstemfromtheriskofhighinfrastructureinvestmentsthatareneededversusthedemanduncertainty(willproductionvolumesdegreesinNAFTAandmovetoAsia?)E.“ShortSea”alternativeisincreasinglybecomingmorepopular.F.Thedevelopingrailinfrastructureisforcingah

36、ealthycompetitionfortransportalternatives:rail,shortseaortruck28SchenkerAG&BAXGlobal“Is there still any money to be saved from already lean supply chains within North America?”1.Furtherdeveloplogisticpartnership2.Furtherdeveloplight/heavyassemblyopportunities3.VM&Oinventory4.Promoteprojectsforestabl

37、ishingdatastandards5.ExplorefurtheropportunitieswithMexico6.Build-to-Order7.DevelopmentofRailNAFTA Automotive Logistic Challenges29SchenkerAG&BAXGlobalLogistic PositioningMarketTrendsWorldwideforLSP30SchenkerAG&BAXGlobalConclusionAsaglobalautomotiveserviceprovider,Schenkerembracesthesenewchallengesa

38、ndtrendsgloballyandviewthese,asopportunitiestofurtherstreamlineprocessesandreducecostsforourcustomers.Someofthementionedtrendsarelargelystillintheirinfancybutclearlyopenawin/winwindowofopportunityforfutureprocess/costoptimization.Proactivelyanticipatingmarkettrends,seekingnewpartnershipswithLPsoroth

39、errelatedserviceproviders,aswellashoninginonfuturemarketdemandwilldistinguishthelogisticprovidersofthefuture.31SchenkerAG&BAXGlobalThanks you!Frederik Beelaerts van BloklandSchenker AGVice PresidentAutomotive Verticaln9、静夜四无、静夜四无邻，荒居旧，荒居旧业贫。9月月-239月月-23Sunday,September 24,2023n10、雨中黄叶、雨中黄叶树，灯下白，灯下白头

40、人。人。11:55:0811:55:0811:559/24/2023 11:55:08 AMn11、以我独沈久，愧君相、以我独沈久，愧君相见频。9月月-2311:55:0811:55Sep-2324-Sep-23n12、故人江海、故人江海别，几度隔山川。，几度隔山川。11:55:0811:55:0811:55Sunday,September 24,2023n13、乍、乍见翻疑梦，相悲各翻疑梦，相悲各问年。年。9月月-239月月-2311:55:0811:55:08September 24,2023n14、他、他乡生白生白发，旧国，旧国见青山。青山。24 九月九月 202311:55:08 上午

41、上午11:55:089月月-23n15、比不了得就不比，得不到的就不要。、比不了得就不比，得不到的就不要。九月九月 2311:55 上午上午9月月-2311:55September 24,2023n16、行、行动出成果，工作出出成果，工作出财富。富。2023/9/24 11:55:0811:55:0824 September 2023n17、做前，能、做前，能够环视四周；做四周；做时，你只能或者最好沿着以脚，你只能或者最好沿着以脚为起点的射起点的射线向前。向前。11:55:08 上午上午11:55 上午上午11:55:089月月-23n9、没有失、没有失败，只有，只有暂时停止成功！。停止成功！

42、。9月月-239月月-23Sunday,September 24,2023n10、很多事情努力了未必有、很多事情努力了未必有结果，但是不努力却什么改果，但是不努力却什么改变也没有。也没有。11:55:0811:55:0811:559/24/2023 11:55:08 AMn11、成功就是日复一日那一点点小小努力的、成功就是日复一日那一点点小小努力的积累。累。9月月-2311:55:0811:55Sep-2324-Sep-23n12、世、世间成事，不求其成事，不求其绝对圆满，留一份不足，可得无限完美。，留一份不足，可得无限完美。11:55:0811:55:0811:55Sunday,Septem

43、ber 24,2023n13、不知香、不知香积寺，数里入云峰。寺，数里入云峰。9月月-239月月-2311:55:0811:55:08September 24,2023n14、意志、意志坚强的人能把世界放在手中像泥的人能把世界放在手中像泥块一一样任意揉捏。任意揉捏。24 九月九月 202311:55:08 上午上午11:55:089月月-23n15、楚塞三湘接，、楚塞三湘接，荆门九派通。九派通。九月九月 2311:55 上午上午9月月-2311:55September 24,2023n16、少年十五二十、少年十五二十时，步行，步行夺得胡得胡马骑。2023/9/24 11:55:0811:55:

44、0824 September 2023n17、空山新雨后，天气晚来秋。、空山新雨后，天气晚来秋。11:55:08 上午上午11:55 上午上午11:55:089月月-23n9、杨柳散和柳散和风，青山澹吾，青山澹吾虑。9月月-239月月-23Sunday,September 24,2023n10、阅读一切好一切好书如同和如同和过去最杰出的人去最杰出的人谈话。11:55:0811:55:0811:559/24/2023 11:55:08 AMn11、越是没有本、越是没有本领的就越加自命不凡。的就越加自命不凡。9月月-2311:55:0811:55Sep-2324-Sep-23n12、越是无能的人，

45、越喜、越是无能的人，越喜欢挑剔挑剔别人的人的错儿。儿。11:55:0811:55:0811:55Sunday,September 24,2023n13、知人者智，自知者明。、知人者智，自知者明。胜人者有力，自人者有力，自胜者者强。9月月-239月月-2311:55:0811:55:08September 24,2023n14、意志、意志坚强的人能把世界放在手中像泥的人能把世界放在手中像泥块一一样任意揉捏。任意揉捏。24 九月九月 202311:55:08 上午上午11:55:089月月-23n15、最具挑、最具挑战性的挑性的挑战莫莫过于提升自我。于提升自我。九月九月 2311:55 上午上午9

46、月月-2311:55September 24,2023n16、业余生活要有意余生活要有意义，不要越，不要越轨。2023/9/24 11:55:0811:55:0824 September 2023n17、一个人即使已登上、一个人即使已登上顶峰，也仍要自峰，也仍要自强不息。不息。11:55:08 上午上午11:55 上午上午11:55:089月月-23MOMODA POWERPOINTLoremipsumdolorsitamet,consecteturadipiscingelit.Fusceidurnablandit,eleifendnullaac,fringillapurus.Nullaiaculistemporfelisutcursus.感感 谢谢 您您 的的 下下 载载 观观 看看专家告诉