Global Truck Suppliers Report

1st Edition

Publication Date	May 2009
Publisher	Supplier Business
Product Type	Report
Pages	342
ISBN Number	not applicable
Product Code	SUB00095

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Summary

This first edition report considers the key drivers within the industry along with the changing nature of supplier/OEM relationships and the current challenges and opportunities present within the market. It includes a suppliers relationship survey of all the major global truck OEM's and also profiles each in detail.

Background to this research
It is clear by the long term growth of the commercial vehicle industry that, despite current setbacks, the world relies increasingly on road transport as the life blood of economic growth. The extraordinary combination of cost efficiency and flexibility remains a winning combination, and transport by truck cannot be replaced by other modes of transport. Trucks deliver around 80% of all freight worldwide and, in Europe alone 70Kg of goods per day per person are delivered, and this is forecast to increase by around 63% before the year 2030.

Today, the task of moving goods between two points is a part of an overall supply chain process which has become sophisticated and efficient over the last thirty years; what began as relatively small operations with comparatively local and simplistic sourcing has grown to become a vast array of global and regional suppliers serving a smaller number of regional and increasingly global OEMs that are every bit as demanding as any sophisticated industry, and often more demanding than the car manufacturing business.

For suppliers the industry is characterised by relatively long term relationships in which the more dynamic OEMs demand the latest technology improvements, as well as looking to suppliers to take a share of the difficulties in harsh market conditions. The industry is notoriously cyclic, particularly in North America, for many reasons, but generally it matches or leads economic activity in demand terms. OEMs are looking for a range or attributes in suppliers, but regardless of their individual methodology they are generally seeking the benefits of economies of scale at a component or system level including both cost – or price – advantage and technology leadership.

Content

Executive Summary

Key drivers

Fuel Efficiency
Reduced Emissions
Safety

The Changing Nature of Supplier/OEM Relationships

Current Challenges and opportunities

Competition in the Aftermarket

Economic Recovery Programs

Truck OEM - Suppliers relationship survey by SupplierBusiness

European OEMs

Current economic situation

German Suppliers

DAIMLER

Purchasing strategy and supply chain management
Doing business with Daimler
SupplierBusiness OEM survey - Daimler

MAN NUTZFAHRZEUGE

Purchasing Strategy and Supply Chain Management
Doing business with MAN
MAN Latin America
SupplierBusiness OEM survey – MAN Nutzfahrzeuge

Swedish Suppliers

SCANIA

Purchasing strategy and supply chain management
Doing business with Scania
SupplierBusiness OEM survey – Scania

AB VOLVO

Purchasing strategy and supply chain management
Doing Business with Volvo
SupplierBusiness OEM survey - Volvo

IVECO

Purchasing strategy and supply chain management
Doing Business with Iveco
SupplierBusiness OEM survey - Iveco
North American OEMS
Current economic situation

NAVISTAR / INTERNATIONAL

Purchasing strategy and supply chain management
Doing Business with Navistar
SupplierBusiness OEM survey - International/Navistar

PACCAR

Purchasing strategy and supply chain management
Doing Business with Paccar
SupplierBusiness OEM survey - Paccar

Japanese OEMs

HINO

Purchasing strategy and supply chain management
Doing Business with Hino
SupplierBusiness OEM survey - Hino

ISUZU

Purchasing strategy and supply chain management
Doing Business with Isuzu
SupplierBusiness OEM survey – Isuzu

Nissan Diesel

Purchasing strategy and supply chain management
Doing Business with Nissan Diesel
SupplierBusiness OEM survey – Nissan Diesel

Mitsubishi Fuso

Purchasing strategy and supply chain management
Doing Business with Mitsubishi Fuso
SupplierBusiness OEM survey – Mitsubishi Fuso

Chinese OEMS

China FAW (CFAGC)

Purchasing strategy and supply chain management
Doing Business with China FAW

Dongfeng Motor Corporation

Purchasing strategy and supply chain management
Doing Business with Dongfeng
Chinese – Dongfeng & FAW

Indian OEMS

Tata

Purchasing strategy and supply chain management
Doing Business with Tata

Ashok Leyland

Purchasing strategy and supply chain management
Doing Business with Ashok Leyland
SupplierBusiness OEM survey – Indian OEMs

Supplier Profiles

Allison Transmission
ArvinMeritor
Bosch
Continental
Cummins
Delphi
Denso
Eaton
Eberspächer
Federal-Mogul
GKN
Haldex
Knorr Bremise
Metalsa
ThyssenKrupp
TMD Friction
TRW Automotive
WABCO
Webasto
ZF

Table of Figures

Figure 1: WABCO's OnGuardMax Autonomous emergency braking system
Figure 2: movements March 2008 to March 2009
Figure 3: Steel price movements September 2008 to March 2009
Figure 4: ICD brands sold nationally by independent distributors in the UK
Figure 5: Heavy truck supplier performance vs common stock indices
Figure 6: Survey Company Size
Figure 7: Survey Company Type
Figure 8: Survey HQ Location
Figure 9: Market share evolution >6 tonnes
Figure 10: Daimler aims to engineer significant cost savings through material optimisation
Figure 11: Graphic representation how Daimler does business with its suppliers
Figure 12: Daimler’s performance based criteria
Figure 13: A graphic representation of Daimler’s EBSC system
Figure 14–36: SupplierBusiness Supplier/OEM survey results – Daimler
Figure 37: MAN Nutzfahrzeuge unit sales 1988 – 2008
Figure 38: Objectives and Strategic Fields of Central Purchasing
Figure 39: International Procurement Offices established in Emerging Markets - Central Purchasing Office in Munich covers all other regions/countries.
Figure 40–62: SupplierBusiness survey results - MAN
Figure 63: Scania supplier categories
Figure 64: Scania geographical sourcing
Figure 65–87: SupplierBusiness survey results - Scania
Figure 88: A schematic of Volvo's quality procedures
Figure 89–107: SupplierBusiness survey results – Volvo
Figure 108: Iveco revenues and trading profit 2007/ 2008
Figure 109: Fiat Components and Production results 2008
Figure 110: Iveco's special vehicles mission
Figure 111–133: SupplierBusiness survey results – Iveco
Figure 134: US Class 4-5 retail sales forecast
Figure 135: US Class 6-7 retail sales forecast
Figure 136: US class 8 retail sales forecast
Figure 137: US Percentage change in industrial output
Figure 138: Activity in key US truck market segments
Figure 139–161: SupplierBusiness survey results – International/ Navistar
Figure 162: Paccar supplier numbers 1999 – 2008
Figure 163: Paccar supply covered by long term agreements
Figure 164: Paccar three major commodity groups
Figure 165: Global purchasing at PACCAR
Figure 166: PACCAR supplier requirements
Figure 167: Schematic of Paccar new supplier progress
Figure 168–190: SupplierBusiness survey results – Paccar
Figure 191–213: SupplierBusiness survey results – Hino
Figure 214: Isuzu Mid-Term Business Plan April 2008 – March 2011
Figure 215: Isuzu’s Alliance Strategy
Figure 216–238: SupplierBusiness survey results – Isuzu
Figure 239: A schematic diagram of Nissan Diesel's relationships with customers and suppliers
Figure 240–262: SupplierBusiness survey results – Nissan Diesel
Figure 263–285: SupplierBusiness survey results – Mitsubishi
Figure 286–308: SupplierBusiness survey results – Dongfeng and FAW
Figure 309–331: SupplierBusiness survey results – Ashok Leyland and Tata