Excellent products and excellent processes – for years now the automotive industry has served as an example to many other sectors. But new competitors, fluctuating raw material prices, and strict market regulations are generating increasing levels of external pressure while customer expectations are changing faster than ever before since the invention of the automobile. Buyers used to look mainly for greater power and sophisticated mechanics. Today they seek solutions that reduce fuel consumption. They are also interested in intelligent strategies related to driverless cars, digitalization, and e-mobility. This has direct or immediate consequences for the product and production strategy, innovation management, and collaboration with suppliers. At the same time, the social significance of cars as status symbols is changing. Successful car makers and suppliers are meeting these changing demands with new business models, greater innovative power, and even more comprehensive increases in efficiency.
- How can we identify and assess the real needs of our customers both now and in the future?
- How can cars be networked with new information technology and how can new business models arise from this?
- Where is the best place to start in making our processes more efficient?
- Customization – how can we produce individualized products with limited resources?
- How can we accelerate production processes as well as product development?
- How can we organize and control our supplier network even more successfully?
Around 100 specialists worldwide work on Porsche Consulting’s expert team for the automotive industry. They possess profound knowledge of the sector in addition to experience in consulting. They also have a wealth of ideas as well as a pronounced emphasis on implementation.
When companies in the automotive industry harmonize their operational areas perfectly with their strategic guidelines, this gives them a major boost in rising above the competition. Crucial elements in strategic success include company-wide implementation and active involvement of all management personnel. To achieve this, divisional strategies (e.g., sales, production, development, and procurement) are derived from the overall strategy. Each of these strategies is buttressed with fields of action, initiatives, and measures. Consistent and continuous controlling ensures that they are put effectively into practice.
Successful car makers not only involve their suppliers closely in the supply chain, but also integrate their customers into all of the processes. To do so, they analyze every point of contact along the entire “customer life cycle.” The valuable knowledge thereby gained flows into the development and production of products and services with an even higher degree of individualization. Intelligent integration of modern information technologies is playing an ever more important role in this area.
Car makers and suppliers invest more than 30 billion US dollars a year worldwide in research and development. In doing so they are responding to customers’ wishes for innovative products and services related to driverless cars, digitalization, and e-mobility. Porsche Consulting supports manufacturers and suppliers in setting up an overarching innovation management system to increase their innovative power. Our multiple-stage model covers everything from the initial idea to market introduction. It creates free space and the right structures while at the same time focusing on the creativity of the development personnel. Porsche Consulting also offers a comprehensive system for efficient planning, monitoring, and controlling of the product development process. This lowers costs and throughput times from the early concept stage to the final release for production and the build-up to peak levels of production volumes.
Car makers rely on a perfectly functioning organization in order to achieve long-term success. It is marked by smooth processes in all areas, optimally interlinked departmental interfaces, and flat hierarchies. To recruit and retain talented young employees for the company, attractive career paths are designed. The Porsche Consulting team supports car makers in setting up and further developing a high-performance organization. Its experts have demonstrated the especially high effectiveness of their specific approach in numerous projects. Increases in efficiency of more than 20 percent are possible. This also applies to indirect areas, in particular development and quality.
Working together with clients, the Porsche consultants set up programs to increase efficiency in direct and indirect areas and then roll out these programs in all areas of the company. The aim is to create free space for future investment and to be able to respond to fluctuations on the market with the greatest possible flexibility. The focus is on a high level of discipline in costs and investment. It is crucial that the measures taken also have a visible effect on company results. Moreover, the experts at Porsche Consulting possess many years of experience not only in operational implementation but also in ensuring that financial targets are met.
For years car makers have been placing a high priority on optimizing their production processes and reducing waste. Porsche Consulting supports them in designing their production to be even more effective and efficient. Their expertise is based on comprehensive experience from production at Porsche and a deep understanding of “Industry 4.0”. Innovative technologies can raise productivity by an additional 20 to 30 percent even in the highly efficient processes of the automotive industry. One example is the use of smart glasses in sophisticated order-picking processes.
Strong and efficient partners are an important precondition for every car maker’s success. It is strategically important to plan, control, measure, and improve the supplier network. Porsche Consulting's experts know the needs and problems of suppliers as well as those of OEMs. They support clients in defining and implementing the best possible network structure and control system – before and after the start of production (SOP). They apply their measures to all company processes: from development, quality management, and planning to production and logistics, purchasing, and controlling.