小型供應商：全球化的時代已經到來，你做好準備了嗎？
對于小型供應商而言，不斷追隨汽車廠商或一級供應商的全球化戰略絕非易事。為了支持這些行業巨頭的產品投放速度，小型供應商必須投入巨大的人力、資源和資金。很多沒有意向擴大業務范圍或承擔更高風險的小型地區性供應商也不得不選擇與大型企業結盟，或尋找其他替代方案。
讓我們回顧一下幾個數字：2016年，全球排名前20的汽車平臺，平均年產能為178萬輛。IHS Markit分析預計，到2030年，這一數字預計將提高37%，達到243萬輛。另外，此類平臺通常會在全球至少四個地區開展建設。大浪淘沙，這種壓力可絕非凡人可以承受的。
為什么要結盟(consolidation)？目前，全球各大主要市場中排放標準間的差異正在緩慢而步伐堅定地縮小，另外一些“消費者全球化”趨勢的出現都是供應商選擇結盟的主要原因。具體來說，為了減少零部件差異、降低成本及產品復雜度，汽車廠商開始更傾向于選擇單一的供應商來源，而由于汽車廠商在全球不同地區的產品發布時間相隔不遠，因此這些供應商也必須在全球多個地區同時進行生產，支持汽車廠商的計劃。目前，除了美國地區的全尺寸皮卡外，過去由單一區域性平臺完全主導行業的時代早已成為過去。
除了規模化生產帶來的效益，全球化的大型供應商還有更多優勢。對于汽車廠商和一級供應商而言，系統的集成和優化必不可少，但這肯定會給一些缺少設計能力或生產設施的次級供應商帶來沉重負擔。當然，你可以選擇從一個地區向全球各地出口，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一的貨幣，很多一級和二級供應商開始選擇在全球多個地方進行部署。
此外，為了保證立足多個地區的客戶能夠確保技術領先地位，供應商還必須不斷進行研發工作。這種壓力甚至可以直接壓垮研發設施較少的小型供應商。新材料的出現、電氣化的穩步推進、產品保修風險以及行業本身的飛速發展都會給很多公司設置許多障礙。
那么，小型供應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，會帶來沉重的經濟負擔及更高的風險，你愿意這樣做，并且已經做好準備了嗎？
事實上，小型供應商還有一些路可以走，但必須要有創造力。第一種選擇是與其他地區的同類友商合作，彼此共享技術優勢。舉了例子，如果一家北美的小型供應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的公司。雖然結盟過程可能很復雜，通常還必須做出一定犧牲，但多家位于不同地區的區域性供應商完全可以通過建立合作伙伴關系實現全球化部署。這些供應商可以降低自己面臨的風險，并在一定程度上保證獨立性。在控制風險的前提下保證業務覆蓋全球雖然并不容易，但也不是完全不可能。
此外，供應商們還有其他的選擇。你的公司在技術和專利/知識產權保護方面有多強？如果你公司的組件/系統具有很強的規模經濟性，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向全球各地發運產品。雖然匯率波動的確是個問題，但客戶為了選擇最好的產品，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，僅專注于一個對公司最理想的區域性平臺上。但事實上，這種策略通常沒什么好結果。首先，全球供應商并不會因為自己的全球化戰略而忽略區域性平臺（即僅存在一個地區）的重要性。其次，廠商的采購團隊肯定也對市場有一定了解，很有可能利用這點進一步擠壓供應商的利潤。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，規模較小的區域性供應商的處境日益艱難。科技的進步和全球化的進程都會給小型供應商帶來不利影響。謹記，積極主動、抓住機會、開放心態，積極建立區域性合作伙伴關系并積極探索所有新的可性能，這就是小型企業生存下去的關鍵。
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：你愿意并準備好追隨你的客戶勇闖世界，支持他們的全球化產品部署戰略嗎？
