Supplying Mercedes-Benz

Supplying Mercedes-Benz

Publication Date: 20-Dec-2017

Access an OEM’s purchasing strategy, production forecasts, global footprint, supplier relations experiences, and SWOT (strength, weakness, opportunity, and threat) analysis

OEMs’ sourcing, investment, and production strategies are molded by a complex mix of interdependent factors, ranging from the outlook of local demand, trade tariffs, and supply base availability to OEMs’ technological and platform strategies. As the supply base becomes increasingly global, new opportunities are emerging for OEMs to optimize their sourcing cost structure by tapping suppliers in cost-competitive countries. In addition, the deployment of new modular vehicle platforms creates significant economies of scale for OEMs. This affects current sourcing structures, raising the risks for suppliers to win big or lose big, and even threatens the very existence of some component manufacturers.

IHS Automotive’s OEM Strategy Service provides insight, context, data, and analytics on OEM sourcing and production strategies and analysis of local supply base development in various regions and countries.

OEM strategists and planners use the service to:

  • Benchmark their sourcing strategies
  • Understand their sourcing potential in emerging countrie

Supplier strategists and planners use the service to:

  • Monitor the sourcing and platform outlook of their current customers
  • Decipher key sourcing patterns and strategies of new ones

About this report

Daimler has refocused the Mercedes-Benz brand on its traditional premium position in the market. This translates to improvements in product quality and customer care while paying due regard to production costs and product pricing. The company considers that it can win appreciation from customers by targeting six factors. In Daimler’s terminology, these involve product elegance, value, authenticity, and leading technology, all of which should be implemented with a focus on consumers and by generating a sense of fascination. Daimler is looking to expand sales in all of its major markets.

The company's "Mercedes-Benz 2020" growth strategy has at its core the goal of ensuring the company's core Mercedes-Benz Cars returns to its previous position as the world's number one premium passenger car brand. This bold strategy is aimed at seeing Mercedes-Benz return to being the global number one in terms of brand image, product range, unit sales, and also profitability. Mercedes-Benz Vans aims to achieve further profitable growth also outside its present markets and market segments with the "Vans goes global" strategic initiative. In all divisions, we are increasingly utilising innovations on the interface to digital technologies. The company also has an EBIT in relation to revenue target metric of 10% for Mercedes-Benz Cars and 9% for Mercedes-Benz Vans.


Global light vehicle sales
Financial data   
Financial overview         

Product strategy

Company history and strategy review   
Strategy Review              

Major model programmes

Mercedes-Benz - Top 10 best-selling models       
Mercedes-Benz C-Class
Mercedes-Benz E-Class
Mercedes-Benz GLC      
Mercedes-Benz GLA      
Mercedes-Benz A-Class               
Mercedes-Benz Sprinter              
Mercedes-Benz CLA-Class           
Mercedes-Benz M-Class (GLE-Class)       
Mercedes-Benz B-Class
Smart fortwo    
Mercedes-Benz S-Class

Vehicle platforms

Platform strategy           
Mercedes-Benz - Top 10 most used platforms   
Component sharing       
Volume planning            

Production strategy

Production strategy overview    
Daimler - Top 10 production plants        
United States   
South Africa      
Internal supply network              
Modularisation strategy              
Supplier parks  
Cluster of reference      
Strategies for manufacturing efficiency

Purchasing strategy

Purchasing strategy overview    
Levels of vertical integration and outsourcing   
Purchasing organisation              
Purchasing offices          
Key purchasing personnel           
Purchasing budget         

Supplier selection

Supply base development          
Major and strategic suppliers    
Supplier eligibility          
Supplier evaluation criteria        
Working with Mercedes-Benz  

Global sourcing

Policy and plans              

Pricing policy

Cost reduction strategies            
Raw material price management             
Payment terms                

Quality management

Quality level     
Quality management systems   
Supplier integration into product development               
Management of suppliers and sub-suppliers     
Supplier awards              


Technological positioning           
Areas of focus  
R&D organisation           
R&D spending  
Access to supplier technology   
Approach to alternative fuels, electrification and fuel cells         
Forward model programmes     
Autonomous Driving     
Shared Mobility              


Dr. Klaus Zehender, Mercedes-Benz      
Rolf Geisel, Friedrich Boysen     

Supplier Relationship survey

Introduction to the SuRe index
Executive summary       
Performance review - Mercedes-Benz  
2016 SuRe Results          
Profit potential                
Pursuit of excellence    
SuRe by region

SWOT analysis

SWOT analysis - Mercedes-Benz              
Global footprint - Mercedes-Benz           

Major suppliers (by vehicle programme, model year)

2017 Mercedes-Benz E-Class Coupe       
2017 Mercedes-Benz E-Class (Assembled in Beijing, China)         
2016 Mercedes-Benz C-Class Coupe       
2016 Mercedes-Benz E-Class     
2016 Mercedes-Benz Metris      
2016 Mercedes-Benz GLE Coupe              
2015 Smart ForFour       
2015 Mercedes-Benz GLC-Class
2014 Mercedes-Benz GLA-Class               
2014 Mercedes-Benz C-Class     
2014 Mercedes-Benz C-Class     
2014 Smart fortwo

From key trends affecting today’s business environment to forward-looking forecasts of future output, AutoTechInsight provides the information you need to develop strategy for each of its services.

Staying abreast of automotive sector/topic-specific developments, trends, and competitive activity can be time-consuming. With many sources available, it is often difficult to find critical and reliable market information that stakeholders of the automotive industry need. Conducting business analysis, product, or market strategy assessments without validated market data is risky.

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