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on average was 15,320 km in 2016– 34% of drivers used their car primarily for the commute to work, 58% purely personal (holiday, shopping, leisure), and 8% purely for business. Level of technical equipment and options in new vehicles purchased once again grew in 2016, mainly due to the integration of innovative features, such as driver assistance & safety systems (connectivity & infotainment) as well as statutory regulations, such as mandatory tire pressure monitory systems (TPMS) or the EU’s eCall directive.
According to Roland Berger (2017), four megatrends have emerged in recent years that are poised to disrupt and significantly reshape the automotive industry: (1) Mobility (as-a-Service); (2) Automated driving; (3) Digitized culture; and (4) Electric vehicles. The disruptive potential of new technology, business models and market actors are putting significant pressure on the traditional auto industry to adapt and innovate. This is not only limited to the integration of new vehicle technology or digital services, but also requires innovation with regards to existing and new business models – e.g. shared mobility. The following observations may describe some of the main drivers of disruptive developments in the traditional automotive value & supply chain:
Socio-economic trends: urbanization, shared economy, changing role of the car, desire and need for
sustainable transport solutions, digital culture.
Strict regulatory requirements: regulators increasingly demand clean, efficient, affordable and
sustainable transportation.
New vehicle technologies: safe, automated/autonomous, connected, and sustainable vehicles
New business models: e.g.: Mobility/Software-as-a-Service – data-driven, highly customized
Advanced Manufacturing: Smart Factories to include high degree of automation and sustainable
workplaces through robotics, human-machine collaboration, deployment of wearables etc. Local &
additive and highly flexible, modular and customizable manufacturing.
The development and integration of innovative technologies and services is not only significantly changing the design of new cars and business models, but is also challenging and reshaping the traditional roles, structures and relationships between OEMs and their suppliers, as well as between automotive and (emerging) tech companies. These new structures/relationships are likely to result in an increase in shared platforms and manufacturing, a further shift of R&D and innovation generation to technology suppliers (e.g. human–machine interface, connectivity & infotainment, autonomous technology, components for electrification), as well as a redesign of distribution models and vehicle marketing & sales (digital). OEM & supplier relationships are further affected by factors such as increased model and variety diversity, shorter product life cycles, modularization and assembly strategies, implementation of new technologies (e.g. electrification, digital services), cost pressure and capital intensity levels.
current trends