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Peter KoudalDirectorDeloitte ResearchDeloitte Services LP
DirectorDeloitte ResearchDeloitte Services LP
Synchronizing the Global Supply ChainMastering Complexity in the Automotive Industry
Peter Koudal
Director
Deloitte Research
Deloitte Services LP
May 17, 2007
3Copyright © 2007 Deloitte Development LLC. All rights reserved.
Participate in global automotive benchmark research
• Benchmark against relevant peer groups and high-performing companies
• Receive a complimentary, confidential, tailored company benchmark report
• Benchmarking – Global Supply Chain and Innovation, and
Global Service and Parts Management• Strategies
• Capabilities
• Operations
• Technologies
• Operational Performance
• Business Performance
• Contact: – Peter Koudal, pkoudal@deloitte.com– Steve Laughman, slaughman@deloitte.com
4Copyright © 2007 Deloitte Development LLC. All rights reserved.
Paradoxes of complexity in the automotive industry
The Optimization Paradox
The Customer Collaboration Paradox
The Innovation Paradox
The Flexibility Paradox
The Risk Paradox
Source: Deloitte Research
5Copyright © 2007 Deloitte Development LLC. All rights reserved.
Paradoxes of complexity in the automotive industry
The Optimization Paradox
The Customer Collaboration Paradox
The Innovation Paradox
The Flexibility Paradox
The Risk Paradox
Source: Deloitte Research
6Copyright © 2007 Deloitte Development LLC. All rights reserved.
Paradoxes of complexity in the automotive industry
The Optimization Paradox
The Customer Collaboration Paradox
The Innovation Paradox
The Flexibility Paradox
The Risk Paradox
Source: Deloitte Research
7Copyright © 2007 Deloitte Development LLC. All rights reserved.
Paradoxes of complexity in the automotive industry
The Optimization Paradox
The Customer Collaboration Paradox
The Innovation Paradox
The Flexibility Paradox
The Risk Paradox
Source: Deloitte Research
8Copyright © 2007 Deloitte Development LLC. All rights reserved.
Paradoxes of complexity in the automotive industry
The Optimization Paradox
The Customer Collaboration Paradox
The Innovation Paradox
The Flexibility Paradox
The Risk Paradox
Source: Deloitte Research
9Copyright © 2007 Deloitte Development LLC. All rights reserved.
(37%)(7%)
(7%)
$
= 73% MoreProfitable
$
= 19% More Profitable
$ = Base
(49% of Respondents)
$
= 17% More Profitable
Low
Glo
bal
Val
ue
Ch
ain
Co
mp
lexi
ty
H
igh
Low Value Chain Capabilities High
€€
€
€
Mastering complexity pays
Source: Deloitte Research
10Copyright © 2007 Deloitte Development LLC. All rights reserved.
Mastering complexity through synchronization
• Synchronizing WITHIN:– Customer– Product– Supply Chain
Building a Profit Cycle
Source: Deloitte Research
• Synchronizing ACROSS:– Product Development– Supply Chain – Marketing & Sales– Customer Service– Product Transition
Customer• Market• Sell• Service
Product• Innovate• Design• Develop• Transition
Supply Chain• Plan • Source• Make• Deliver
Custom
er
Service
Product
Transitio
nProduct
Development
Marketing & Sales
Su
pp
ly
Ch
ain
11Copyright © 2007 Deloitte Development LLC. All rights reserved.
Visibility
Flexibility
Collaboration
Technology
Synchronizing through excellence in …
Source: Deloitte Research
12Copyright © 2007 Deloitte Development LLC. All rights reserved.
Visibility
Flexibility
Collaboration
Technology
Synchronizing through excellence in …
Source: Deloitte Research
13Copyright © 2007 Deloitte Development LLC. All rights reserved.
Visibility
Flexibility
Collaboration
Technology
Synchronizing through excellence in …
Source: Deloitte Research
14Copyright © 2007 Deloitte Development LLC. All rights reserved.
Visibility
Flexibility
Collaboration
Technology
Synchronizing through excellence in …
Source: Deloitte Research
15Copyright © 2007 Deloitte Development LLC. All rights reserved.
•Thank You!For further information:Visit Us: www.deloitte.com/us/manufacturing
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