小型供應(yīng)商：全球化的時(shí)代已經(jīng)到來，你做好準(zhǔn)備了嗎？
對于小型供應(yīng)商而言，不斷追隨汽車廠商或一級供應(yīng)商的全球化戰(zhàn)略絕非易事。為了支持這些行業(yè)巨頭的產(chǎn)品投放速度，小型供應(yīng)商必須投入巨大的人力、資源和資金。很多沒有意向擴(kuò)大業(yè)務(wù)范圍或承擔(dān)更高風(fēng)險(xiǎn)的小型地區(qū)性供應(yīng)商也不得不選擇與大型企業(yè)結(jié)盟，或?qū)ふ移渌娲桨浮?/p>
讓我們回顧一下幾個(gè)數(shù)字：2016年，全球排名前20的汽車平臺，平均年產(chǎn)能為178萬輛。IHS Markit分析預(yù)計(jì)，到2030年，這一數(shù)字預(yù)計(jì)將提高37%，達(dá)到243萬輛。另外，此類平臺通常會在全球至少四個(gè)地區(qū)開展建設(shè)。大浪淘沙，這種壓力可絕非凡人可以承受的。
為什么要結(jié)盟(consolidation)？目前，全球各大主要市場中排放標(biāo)準(zhǔn)間的差異正在緩慢而步伐堅(jiān)定地縮小，另外一些“消費(fèi)者全球化”趨勢的出現(xiàn)都是供應(yīng)商選擇結(jié)盟的主要原因。具體來說，為了減少零部件差異、降低成本及產(chǎn)品復(fù)雜度，汽車廠商開始更傾向于選擇單一的供應(yīng)商來源，而由于汽車廠商在全球不同地區(qū)的產(chǎn)品發(fā)布時(shí)間相隔不遠(yuǎn)，因此這些供應(yīng)商也必須在全球多個(gè)地區(qū)同時(shí)進(jìn)行生產(chǎn)，支持汽車廠商的計(jì)劃。目前，除了美國地區(qū)的全尺寸皮卡外，過去由單一區(qū)域性平臺完全主導(dǎo)行業(yè)的時(shí)代早已成為過去。
除了規(guī)?；a(chǎn)帶來的效益，全球化的大型供應(yīng)商還有更多優(yōu)勢。對于汽車廠商和一級供應(yīng)商而言，系統(tǒng)的集成和優(yōu)化必不可少，但這肯定會給一些缺少設(shè)計(jì)能力或生產(chǎn)設(shè)施的次級供應(yīng)商帶來沉重負(fù)擔(dān)。當(dāng)然，你可以選擇從一個(gè)地區(qū)向全球各地出口，但為了降低庫存和物流成本，并且在交易中與你的客戶采用統(tǒng)一的貨幣，很多一級和二級供應(yīng)商開始選擇在全球多個(gè)地方進(jìn)行部署。
此外，為了保證立足多個(gè)地區(qū)的客戶能夠確保技術(shù)領(lǐng)先地位，供應(yīng)商還必須不斷進(jìn)行研發(fā)工作。這種壓力甚至可以直接壓垮研發(fā)設(shè)施較少的小型供應(yīng)商。新材料的出現(xiàn)、電氣化的穩(wěn)步推進(jìn)、產(chǎn)品保修風(fēng)險(xiǎn)以及行業(yè)本身的飛速發(fā)展都會給很多公司設(shè)置許多障礙。
那么，小型供應(yīng)商該如何在全球化的沖擊下生存呢？在全球市場追隨你的客戶，會帶來沉重的經(jīng)濟(jì)負(fù)擔(dān)及更高的風(fēng)險(xiǎn)，你愿意這樣做，并且已經(jīng)做好準(zhǔn)備了嗎？
事實(shí)上，小型供應(yīng)商還有一些路可以走，但必須要有創(chuàng)造力。第一種選擇是與其他地區(qū)的同類友商合作，彼此共享技術(shù)優(yōu)勢。舉了例子，如果一家北美的小型供應(yīng)商面臨著必須向歐洲或亞洲拓展的壓力，那亞洲或歐洲也一定有需要向北美推進(jìn)的公司。雖然結(jié)盟過程可能很復(fù)雜，通常還必須做出一定犧牲，但多家位于不同地區(qū)的區(qū)域性供應(yīng)商完全可以通過建立合作伙伴關(guān)系實(shí)現(xiàn)全球化部署。這些供應(yīng)商可以降低自己面臨的風(fēng)險(xiǎn)，并在一定程度上保證獨(dú)立性。在控制風(fēng)險(xiǎn)的前提下保證業(yè)務(wù)覆蓋全球雖然并不容易，但也不是完全不可能。
此外，供應(yīng)商們還有其他的選擇。你的公司在技術(shù)和專利/知識產(chǎn)權(quán)保護(hù)方面有多強(qiáng)？如果你公司的組件/系統(tǒng)具有很強(qiáng)的規(guī)模經(jīng)濟(jì)性，或者說“物流成本可以接受”，那公司完全也可以選擇從單一地點(diǎn)向全球各地發(fā)運(yùn)產(chǎn)品。雖然匯率波動(dòng)的確是個(gè)問題，但客戶為了選擇最好的產(chǎn)品，可能仍然愿意選擇與你們合作。
其他解決方案還包括集中精力，僅專注于一個(gè)對公司最理想的區(qū)域性平臺上。但事實(shí)上，這種策略通常沒什么好結(jié)果。首先，全球供應(yīng)商并不會因?yàn)樽约旱娜蚧瘧?zhàn)略而忽略區(qū)域性平臺（即僅存在一個(gè)地區(qū)）的重要性。其次，廠商的采購團(tuán)隊(duì)肯定也對市場有一定了解，很有可能利用這點(diǎn)進(jìn)一步擠壓供應(yīng)商的利潤。最后，公司也可能選擇直接出售給更大的競爭對手。
毫無疑問，規(guī)模較小的區(qū)域性供應(yīng)商的處境日益艱難?？萍嫉倪M(jìn)步和全球化的進(jìn)程都會給小型供應(yīng)商帶來不利影響。謹(jǐn)記，積極主動(dòng)、抓住機(jī)會、開放心態(tài)，積極建立區(qū)域性合作伙伴關(guān)系并積極探索所有新的可性能，這就是小型企業(yè)生存下去的關(guān)鍵。
Smaller suppliers: How are you coping with globalization?
It’s a daunting task to follow OEM or Tier-1 customers around the world. Coordinating with their rapid-fire launch cadences requires a significant investment in people, resources and capital. Several smaller, regional suppliers who were not willing to extend their enterprise and increase their exposure to greater risk have opted to consolidate with larger players, or look for alternative approaches.
Let’s consider some context. In 2016, the average volume for the top 20 global vehicle platforms was 1.78 million units. By 2023, this is expected to escalate 37%, to 2.43 million units, with the average platform built in at least four regions around the world, according to IHS Markit Analysis. Swimming in such a swift current is not for the faint of heart.
Why this consolidation? The slow but eventual reduction in the gaps between major-market emission standards and the onset of a “global consumer” are two reasons. As OEMs seek to reduce variability and cost as well as the reduced-complexity benefits of global scale, those suppliers who are sole-sourced on global programs are required to launch facilities in several regions, often with little time between launches. The era of regional platforms dominating the landscape is long gone, excepting the US full-size pickup anomaly.
Outside of the benefits of scale, there are additional drivers that favor large, global suppliers. Systems integration and optimization is a mandate from the OEMs and Tier 1s, but it can present a burden for sub-tier companies which lack broad design and infrastructure capability. Sure, you can export from one location for global markets, but recent initiatives to reduce inventory and logistics costs, while building in a common currency to that of your customer, are driving the co-location of Tier 1 and Tier 2 supply.
Then there’s the constant drumbeat of Research and Development requirements to maintain technical leadership for customers based in multiple regions. Such pressure can tax a smaller, lesser-equipped organization. New materials, the steady rise of electrification, warranty risk and the sheer speed of the industry are proving to be substantial hurdles for many.
How can small suppliers survive the onslaught of the mobility industry’s globalization? Following your customers around the world can tax resources and expand risk—are you willing and prepared to accommodate such activity?
There are solutions and they require creativity. One option is to extend your enterprise with a peer from another region who is facing the same pressures. If a small supplier based in North America is being pressured to expand to Europe or Asia, odds are that there are others in those regions who are under the same gun. While alliances can be complex and usually demand some level of shared sacrifice, several smaller, regional suppliers have expanded successfully to new regions though a partner. They’ve reduced their risk and maintained independence. Maintaining a global contract with a reduced risk profile is tricky though achievable.
There are other alternatives. How strong is your company’s technology and patent/IP protection? Scale economies of your part/system and having a “logistics-friendly” capability may enable you to ship from a single location for the world. While currency exposure is still a concern, building the best mousetrap still attracts core customers.
Other possibilities include focusing only on regional platforms , close to your geographic comfort zone. This strategy usually does not have a happy ending. Firstly, global suppliers are not willing to overlook regional platforms (only built in one region) just because they have a global footprint. Secondly, OEM procurement teams also understand the dynamics of the market and may use this leverage to reduce margins and squeeze suppliers. Lastly, selling to a larger competitor is always a possibility.
No doubt it’s becoming more difficult for small, regional suppliers. The march of technology and increasing global scale are working against this critical group. Being proactive, opportunistic, open-minded to critical regional partnerships and flexible to emerging possibilities, are your keys to survival.
Author: Michael Robinet, Managing Director & IHS Markit
Source: SAE Automotive Engineering Magazine
Robinet：你愿意并準(zhǔn)備好追隨你的客戶勇闖世界，支持他們的全球化產(chǎn)品部署戰(zhàn)略嗎？
