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:
Supplier strategists and planners use the service to:
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
Company history and strategy review
Renault Nissan - Top 10 best-selling models
Renault Nissan - Top 10 most used platforms
Production strategy overview
Renault NIssan - Top 10 production plants
Mexico & United States
Internal supply network
Strategies for manufacturing efficiency
Purchasing strategy overview
Levels of vertical integration and outsourcing
Key purchasing personnel
Supply base development
Major and strategic suppliers
Supplier evaluation criteria
Policy and plans
Cost reduction strategies
Raw material price management
Quality management systems
Supplier integration into product development
Management of suppliers and sub-suppliers
Areas of focus
Access to supplier technology
Approach to alternative fuels, electrification and fuel cells
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
Introduction to the SuRe index
2016 SuRe Results
Pursuit of excellence
SWOT analysis - Renault Nissan
Global footprint - Renault Nissan
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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