Supplier Business

Introduction

Market recovery and the legacy of the economic crisis
Maintaining technology development
Reshaping OEMs and suppliers
Global sourcing issues
Dealing with raw material volatility
Current economic situation

Key drivers

Fuel Efficiency
Reduced Emissions
Safety
Industry profitability
The Changing Nature of Supplier/OEM Relationships

European OEMs

OEM Perspective
Daimler
Doing business with Daimler
MAN TRUCK & BUS AG
Doing business with MAN
MAN Latin America
SCANIA
Doing business with Scania
AB VOLVO
Volvo 3P
Doing Business with Volvo
IVECO
Doing Business with Iveco
North American OEMs
NAVISTAR / INTERNATIONAL
Doing Business with Navistar
PACCAR
Purchasing strategy and supply chain management
Doing Business with Paccar
Asian OEMs
Production outlook
HINO
Doing business with Hino
ISUZU
Doing Business with Isuzu
UD Trucks
Doing business with U D trucks

Indian OEMs

Tata
Doing business with Tata
Ashok Leyland
Doing Business with Ashok Leyland
Chinese OEMS
China FAW (CFAGC)
Doing Business with China FAW
DongFeng Motor Corporation
Doing business with Dongfeng

Figures

Figure 1: Regional sales foecast > 6 tonne GVW
Figure 2: Global sales foecast > 6 tonne GVW
Figure 3: Total Asia sales foecast > 6 tonne GVW
Figure 4: Indexed returns from truck suppliers
Figure 5: Medium duty and heavy duty truck sales North America
Figure 6: Medium duty and heavy duty truck sales Western Europe
Figure 7: Medium duty and heavy duty truck sales Eastern Europe
Figure 8: Medium duty and heavy duty truck sales Asia
Figure 9: Europe heavy truck sales actual and trend 1993 - 2020E
Figure 4: Total operating costs 40 tonne tractor
Figure 5: Variation in vehicle utilisation
Figure 6: Average test consumption (litres/100 km)
Figure 7: European emissions standards (PM versus NOx)
Figure 8: European compliance costs compared to Euro
Figure 9: US emissions standards (PM versus NOx)
Figure 10: Bendix/ Knorr Bremse ABD22X air disc brake
Figure 11: Truck safety systems evolution
Figure 12: Industry profitability 2008 and 2009
Figure 13: Unit sales and revenue 2008 and 2009
Figure 14: Estimated sales, revenue and EBIT 2015
Figure 15: Profit share between premium, value and low cost segments 2015
Figure 16: OEM core competencies and outsourcing potential
Figure 17: Factors that affect the decision to outsource
Figure 18: Changing OEM competence requirements
Figure 20: Western Europe production forecast
Figure 26: Daimler trucks locations
Figure 27: Graphic representation of how Daimler does business with its suppliers
Figure 28: Daimler Trucks Global Excellence strategy
Figure 29: Production capacity flexibility management at Daimler
Figure 30: Regional programmes implemented 2009/ 2010/ 2011
Figure 31: Overview of Daimler s Procurement Trucks and Buses (PTB) organisation
Figure 32: Daimler s performance based criteria
Figure 33: Daimler cost savings through material optimisation
Figure 34: A graphic representation of Daimler s EBSC system
Figure 35: MAN Truck & Bus key figures 2010/ 2011
Figure 36: MAN Truck & Bus AG production network
Figure 37: MAN s internationalisation strategy
Figure 38: MAN Truck & Bus divisional goals
Figure 40: Man Truck & Bus AG supplier pyramid
Figure 40: Scania global locations
Figure 41: Scania worldwide truck registrations 2007 to 2010
Figure 42: Scania supplier categories
Figure 43: Volvo Group geographic distribution of employees 2010
Figure 44: Volvo Group structure
Figure 45: Volvo Group Global presence
Figure 46: Volvo Truck deliveries and net sales by market 2009 - 2010
Figure 47: Volvo 3P divisional structure
Figure 46: A schematic of Volvo s quality procedures
Figure 49: The post demerger of the Fiat and Fiat Industrial Groups
Figure 50: Iveco revenue and net margin forecast
Figure 51: Iveco platform strategy
Figure 51: FTP engine production compared to other global producers
Figure 54: North America retail sales of Class 8 trucks Jan 2008 - Oct 2010
Figure 31: US class 8 production forecast
Figure 55: US production forecast
Figure 57: Navistar global market volumes and shares
Figure 58: Navistar s three pillar strategy
Figure 59: Navistar seeks to leverage platform commonality
Figure 60: Paccar market share 2000 vs 2010
Figure 61: Paccar supply covered by long-term agreements
Figure 60: Paccar supplier numbers 2000 - 2010
Figure 37: Global purchasing at PACCAR
Figure 38: PACCAR supplier requirements
Figure 39: Schematic of Paccar new supplier progress
Figure 66: Japanese production outlook 2005 - 2015
Figure 67: Hino s global presence 2011
Figure 68: Toyota purchasing schematic
Figure 69: Hino module development and production
Figure 66: Isuzu global performance FY09 to FY11
Figure 67: Isuzu Japanese volume sales and market shares FY07 to FY11
Figure 68: Isuzu Mid-Term Business Plan April 2008 - March 2011
Figure 69: Isuzu s Alliance Strategy
Figure 70: A schematic diagram of Nissan Diesel s relationships with customers and suppliers
Figure 75: Growth in the number of Indian OEMs
Figure 76: Ashok Leyland unit sales and market share 2008 - 2011

Tables

Table 1: US emissions compliance costs
Table 2: Daimler Truck unit sales 2009/ 2010
Table 3: Volvo Truck deliveries by brand and market
Table 4: Navistar truck and engine manufacturing plants
Table 5: Paccar three major commodity groups
Table 6: Japanese truck production 2008 - 2016
Table 7: UD Trucks production performance 2008 - 2010
Table 8: Indian truck production 2008 - 2013
Table 9: Tata Motors code of conduct