New Product Development in the Automotive Supply Chain: challenges for SMEs and regional support...
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![Page 1: New Product Development in the Automotive Supply Chain: challenges for SMEs and regional support frameworks Martin Rhisiart Cardiff Business School.](https://reader036.fdocuments.net/reader036/viewer/2022082820/56649ebd5503460f94bc6d3d/html5/thumbnails/1.jpg)
New Product Development in the Automotive Supply Chain: challenges for SMEs and regional support frameworks
Martin Rhisiart
Cardiff Business School
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The Autochain Project
Transregional Innovation Project, funded by the Innovation Programme
PartnersWalesCastilla y LeonAragon
Develop a pilot action for the improvement of the automotive supply chain
Project in Wales focused on NPD/NPI
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Automotive sector trends
Modularisation Supply chain restructuring
Reduction in number of platforms Integration with client
GlobalisationTechnological
advancesConsolidation
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Platform Strategies of Japanese and selected European car makers
1997Projected 2005
Manufacturer Annual volume
Models Platforms Models/ platform
Volume/ platform
Models
Platforms Models/ platform
Toyota 4.89m 45 22 2.0 222,272 40 7 5.7
Nissan 2.74m 39 24 1.6 105,385 35 5 7.0
Honda 2.3m 26 15 1.7 153,333 30 5 6.0
Mitsubishi 1.98m 21 12 1.8 94,285 19 7 2.7
Mazda 1.1m 18 14 1.3 78,571 16 4 4.0
Fiat 2.7m 30 13 2.3 207,692 31+ 5 6.2
Volkswagen 3.9m 33 11 3.0 358,503 55 4 13.7
Source: FT World Automotive Marketing
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Automotive sector in Wales
No original equipment manufacturer (OEM)
Approximately 180 automotive companies
30 Tier 1 companies150 Tier 2 & 3 companies25,000 jobsTurnover of 3.2 billion euros
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Difficulties for the sector in Wales
Most high level executive decisions not taken in WalesNo OEMCorporate headquarters of most Tier 1
companies not in WalesCompetition from lower wage
economies, esp. Central and Eastern Europe
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Research results
Short term innovationDeveloping and introducing new products
Making improvements to production processes
Large and medium companies
Challenge fully understood by company; appropriate responses are in place/being developed
Small companies (growth)
Challenges are understood but there are barriers to implementation of appropriate responses
Small companies (non-growth)
Challenge is not fully understood and appropriate responses are not being developed
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Research results
Long term strategic innovationAppreciation of long term trends in the industry and implementation of appropriate steps
Large and medium companies
Challenge fully understood by company; appropriate responses are in place/being developed
Small companies (growth)
Challenges are understood but there are barriers to implementation of appropriate responses
Small companies (non-growth)
Challenge is not fully understood and appropriate responses are not being developed
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NPI/NPD Problems for SMEs
Point of entry into the development process – “customers don’t give suppliers enough time”
IT and communication, especially electronic data interchange. Problems with compatibility of CAD systems
Toolmaking – lack of appropriate level of toolmaking locally
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NPI/NPD Problems for SMEs
Technological capacity: Most innovative companies – and those that
had high quality products – had invested heavily in technology
Lack of technological capacity in some companies (especially smaller companies), e.g rapid prototyping, mould flow analysis.
Technology is available (e.g in the Universities) – but has not been exploited to maximum effect
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Good practice
Learning from customersLearning best practice in NPD from OEM
Strategic innovationBusiness of today <>Business of tomorrow
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Support framework
Tier 2 SMETier 2 SME
Tier 2 SME
Regional Development Agency
Automotive Forum
Tier 1 co
Universities
Tier 3 SMETier 3 SME
Tier 3 SME
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Implications for NPD support
Technological needsRDA’s best practice programmes & RTP
concluded that automotive companies were ahead of the game in technology
Autochain project suggests that there is a need for supporting skills and application of new technology
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Implications for NPD support
Learning from other sectorsAutomotive companies can learn good
practice from other sectors:Technology upgradingSkills and trainingElectronics procurement
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Implications for NPD support
Cluster approachDensity of companies in some areas
could lend itself to a cluster approach, building support facilities alongside management best practice programmes
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Implications for NPD support
Strategic innovationCompanies need to be aware of
strategic as well as incremental innovation.
Analysis of trends – economic, market, technological
Foresight studies
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Implications for NPD support
Smaller companiesNeed to be innovative but problem of
remoteness from OEMs and Tier 1 companies
Support framework should look at ways of assisting smaller companies – to become more engaged in the NPD process
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Comparison of key support elements
Wales Castilla y Leon Aragon
Skills Mostly carried out by companies internally. Some support from FE, TECs, Waterton
Much in house by companies.
Dedicated sectoral high level training facility in place (CIDAUT)
Institute of Technology provides extensive high level technical training
Best practice programmes
Source Wales carries out a range of programmes
[Not known] [Not known]
Technical Resources
Little technology implementation upgrading support available
Many facilities in place but these are spread around, mostly in universities
Lots of technical and testing resources concentrated in CIDAUT
Some based at ITA
Quality Wales Quality Centre [Not known] [Not known]
Forum Welsh Automotive Forum is in place
A new forum is currently being developed
Currently under development
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Conclusions for support framework
WelshAutomotive
Sector
Skills
Technical Resources
Best practice programmes
The essential triangle
AutomotiveForum Quality
programmes