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labor is at a lower cost, it does not mean
that employees are hired in excess which
would lead to overstaffi ng, at least not
too long after start-up and reaching peak
volume. Some of the booming regions of
these countries are already experiencing
a shortage of skilled workers—and retaining
trained people is critical.
From my own observations, I can state
that these Greenfi elds, on average,
incorporate the latest principles of lean,
both in manufacturing and the supply
chain. The investment in machinery
and equipment is state-of-the-art and
typically differs only with less automation,
wherever manual work can replace
machines and not create a quality risk.
Nothing is more fl exible for product change,
volume fl uctuation or manufacturing
sequence than manual work. The right
balance is essential.
People are hired and trained with these
principles rather then retrained, since
most of them come from other career paths
or industries to join the automotive world.
Suppliers are the fi rst ones to move to
new territories, frequently asked by their
OEM customers to move there and create
sustainable cost advantages in order to
stay price competitive long-term.
Most European OEMs have sourcing
targets for low cost countries, such as a
certain amount of material to be sourced
by a defi ned timeframe. Some leave the
selection of countries to their supplier,
others prefer the supplier to move to
certain countries where the OEM has its
own assembly plant or is planning to go
in the future.
Some European OEMs already have more
than 40 percent of all purchase value
coming from these “new” countries, with
plans in place to exceed 50 percent with
new models starting from 2010.
According to Ron Harbour Associates,
there is still significant improvement
potential among existing OEM facilities
in Western Europe. Ron Harbour was
recently quoted in German Automotive
Week claiming existing data shows
compact cars can be assembled in less
than 15 hours (Nissan, UK) compared
to more than 30 hours per vehicle
(Volkswagen, Germany) with
comparable content.
New Greenfi eld plants are and will be
erected in countries like Slovakia and
Czech Republic (Kia/Hyundai) as well as
in Russia (Toyota, Ford, VW, GM/OPEL/
Chevrolet, BMW, Fiat, Renault, and others),
with the vision to follow the growth in
new markets. However, these plants could
create plus-capacity in Europe, while
the overall demand in Europe will not
drastically grow. Existing Western plants
will be challenged with each new model
as to where it will be built. Plants will
compete with each other more severely
than in the past—this process will have
winners and losers.
For the most part, they will fi nd a developed
local supply base, and if not, they must
make sure there is one to support
localization from day one. More than
70 percent of these suppliers are either
global players with their own plants or
JVs with existing suppliers that need to
be raised to international standards using
foreign investment.
3
V I E W F R O M E U R O P E
European Automotive
Manufacturing Goes East
by Manfred Schönleber, Managing Director European Operations Group Lead
continued on page 6
in improving technical and engineering
skills of its supplier to provide the OEMs
total systems, not just components, and
move from current technology to more
advance technologies.
Another hot topic during the RESA
conference and signifi cant challenge
for Mexico is the intense competitive
pressures of China and India. For example,
according to INA studies and reports, the
globalization plans of multinationals still
favor China. To combat this and compete
globally, as Guy Morgan indicated in his
presentation, supplier development,
such as training the Mexican workforce
in lean principles, establishing a team
environment, and viewing the entire
enterprise value chain (not just the
manufacturing plant) will be essential.
Further, to impact this globalization
plan, the government of Mexico, with
a consortium of government ministries,
must provide incentives to promote
foreign direct investment.
Fortunately, the Ministry of the Economy
has endorsed using the United Nations
Development Program as an internationally
accepted process for supplier development
in Mexico, according to newly installed
AMIA president Eduardo Solis. This is critical
　
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