Supplying the Renault-Nissan-Mitsubishi Alliance

Supplying the Renault-Nissan-Mitsubishi Alliance

Publication Date: 16/03/2018

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

If the partners in the group were a single company, the Renault-Nissan Alliance would represent the fourth-largest OEM in the world (by volume), behind Toyota, GM and Volkswagen. As it is, the two OEMs remain separate entities, with a percentage of cross-company share ownership. Over 2013 the partners sold 8.3 million vehicles around the world (Nissan 5.1m and Renault 2.63m units). Future plans include increasing annual sales to 10 million units by the close of fiscal year 2016-’17, although this might prove all but impossible due to slow sales of electric vehicles.

On February 13, 2014, Alliance Chairman and CEO Carlos Ghosn announced figures covering Renault Group performance over 2013. These figures included a reported increase in registrations of 3.1%, that resulted in a 0.5% increase in group revenues over 2012 figures to EUR40,932 million. Automotive contributed EUR38,775 million to revenues, an increase of 0.4% over 2012, which resulted in an operating profit of EUR495 million, compared to EUR34 million in the previous year. This was reflected in a group operating profit of EUR1,242 million (3.0% of revenues), compared to EUR782 million (1.9% of revenues) in 2012.

The improved figures were despite the highly negative impact of foreign currency values, while at the same time, the Group posted a positive price effect, reflected in its pricing policy aimed at improving the value of the Renault brand and offsetting the weakness of some foreign currencies.


Global light vehicle sales              
Financial data   
Financial overview          

Product strategy

Company history and strategy review     

Major model programmes

Renault Nissan - Top 10 best-selling models        
Nissan X-Trail    
Nissan Sylphy    
Nissan Qashqai
Renault Clio       
Nissan Sunny     
Nissan Altima    
Renault Captur
Nissan Note       
Renault Logan   
Nissan Frontier

Vehicle platforms

Platform strategy            
Renault Nissan - Top 10 most used platforms      
Component sharing        
Volume planning             

Production strategy

Production strategy overview    
Renault NIssan - Top 10 production plants            
Mexico & United States                
United Kingdom               
South Korea       
Internal supply network               
Modularisation strategy               
Supplier parks   
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 evaluation criteria         

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            
Autonomous Driving      
Shared Mobility               
Forward model programmes      


Alan Raposo, Renault Nissan and Shinichi Kiga, Nissan     
Judith Richardson, Nissan Europe             
John Whitfield, Calsonic Kansei
Christian Vandenhende, Renault Nissan Purchasing Organization               

Supplier Relationship survey

Introduction to the SuRe index  
Executive summary        
2016 SuRe Results           
Profit potential
Pursuit of excellence     

SWOT analysis

SWOT analysis - Renault Nissan
Global footprint - Renault Nissan              

Major suppliers (by vehicle programme, model year)

2018 Nissan Micra          
2018 Infiniti QX50           
2018 Nissan Versa          
2017 Nissan Micra          
2017 Nissan Kicks            
2017 Renault Scenic       
2016 Renault Espace      
2016 NIssan Frontier      
2016 Renault Kwid          
2016 Nissan Maxima      

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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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