Capgemini-现在和下一个话题-检查汽车内部的可持续发展驱动力

TALKING

POINTS

ONNOW

ANDNEXT

Examiningthedriveto

sustainabilitywithinautomotive

Expertinsightsonhowtonavigatethe

challengesandopportunitiesontheroad

tosustainabilityintheautomotivesector.

OUTSIDE-INTHINKINGWILLUNLOCKSUSTAINABILITY

Thedriveforsustainabilityistriggeringmoredisruptionintheautomotivesectorthananythingseensincethedawnofthedigitalage.

Parallelscanbedrawnbetweenourapproachtosustainabilitytodate,andtheearlydaysofthedigitalera.Whenfirstintroducedintotheofficeenvironment,technologywasfocusedondiscretetasksandadoptedinapiecemealfashion–muchlikeeffortstowardsustainabilitytodate.But,justaswehavewitnessedadigitalrevolution,wearenowstartingtoseeourindustryshiftfromasiloedapproachtosustainability,focusedonpocketswithinthevaluechain,toanoutside-in,end-to-endstrategy.

BEYONDENGINEERING

Sustainabilityhastraditionallybeenseenasthepreserveoftheengineeringdepartment.Thatteamwastaskedwiththechallengeofmaximizingvehicleefficiencyanddeliveringcleaner,greenercars.Thevehicleitselfwasthefocusofsustainabilityeffortsandassociatedtransformationrippledoutfromthiscentralpoint,resultinginaninside-outmindsetandapproach.

It’snatural,perhaps,thattheindustry’seffortsbeganwiththevehicle;motivatedbytighteningregulationsandglobalagreementsonclimatechange,notablytheCOP26declarationonzeroemissioncarsandvans.Thereality,however,isthatoriginalequipmentmanufacturers(OEMs)

arenowrecognizingthataddressingsustainabilitybytacklingthedrivetraininisolationisliketryingtobailoutaboatwithaspoon.

It’sbecomingincreasinglyapparentthatwhileexecutingthisvehicle-centricchangejourney,OEMsmust,inparallel,thinkfarbeyondthecartodeliveronsustainabilityaspirationsandcommitments.

Comingonthebackofwidespreaddisruptionduetothepandemicandothermajorglobalevents,thiscompoundingofcomplexchallengesisdaunting.Itrequiresshiftsinmindsets,processes,andculturetoswitchfromreactingtoexternalpressuresandregulations,toputtinginplacespecificprogramsandinvestmentstoproactivelyembracesustainabilityasintrinsicineveryareaoftheautomotiveecosystem.

2Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

MAPPINGTHE

ROUTEFORWARD

Inthisreport,weprovideperspectivesonhow,bythinkingoutside-in,OEMsandthebroadersupplierecosystemcanmake,andbenefitfrom,rapidsustainabilityprogressonmultiplefronts.Ourreportcontributors

drawontheirspecialistautomotiveexpertisetoprovideinspirationandguidanceonaspectscoveringdatamanagement,organizationalculture,partnershipnetworks,productdesign,manufacturing,procurement,circulareconomies,consumerbehavior,andsupplychains.

Bythinkingaboutthewholeexpandedecosystem,automotiveplayerswillmaketheleaptotruesustainability.Visibilityofdataandpracticeswillneed

toextendfurtherthantier1suppliers.Responsibilitiesandsupportforsupplierrelationshipsdeeperintothenetworkmayneedtobereevaluated.Inthepursuitofsustainability,transparencywillberequiredaroundmaterialsalongthewholevaluechain.

Theecosystemitselfwillcomeunderscrutiny.Istheexistingset-upfitforpurpose?Bycollaboratingwithapartneronanew,jointsolution,couldemissionsbecutorresourcessaved?Couldsupplierscontributetowardsustainabilityaimsthroughadoptionofrenewableenergysources?Arethereinter-industrycollaborationstobeforgedwhenitcomestoreuseandrepurposingofmaterials?OEMsmustholisticallyconsidernewandoldplayersthatwillenablethecapabilities,interconnections,anddataflowsto

bothevidenceandenablesustainabilitywellbeyondjustthevehicle’suse,butinitsproduction,energysource,materialssourcing,andreuse.

Thisholisticmindsetwillproveinvaluablewithintheorganization,too.Makingsignificantstridesalongtheroadtosustainabilitywillnotbepossiblewithoutreconsideringinternalprocesses,skills,andteams.Datathatisheldinsiloscannoteasilybeanalyzedtoassessthecurrentstateandmeasuretheimpactofnewinitiatives.Oneortwosustainabilityexpertswillnotinfluencepolicyandbehavioriftheyareworkinginisolation.Andlinemanagersandemployeeswillstruggletotranslatetop-downdirectiveswithoutKPIsandincentivesthatilluminatetheimpactoftheirworkonsustainability.

3Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

UNLOCKING

OPPORTUNITIES

Therearecertainlychallengestobefacedonthisjourneytoanoutside-insustainabilitystrategy.Butonethreadrunningthroughalltheexpertopinionsinthisreportisasenseofexcitementattheopportunitiesthatpresentthemselvesinthissphere.

OEMsonaquestforend-to-endsustainabilitywillfindthemselvesreapingrewardswellbeyondtheenvironmentalupsides.Throughdatamastery,intelligentproductionand

supplychainstrategy,andcircular

designthinking,theindustrycan

increaseprofitability,resilience,

customercentricity,andtalent.

Taketheadoptionofacirculareconomyasanexample.Recycling,remanufacturing,andrepairingproductsminimizetherawmaterialfootprint.Butitcanalsobringanunexpectedbonusintermsofcustomersatisfaction.Byintroducingfree,as-a-service,orsubscriptionservices,thenumberofcustomertouchpointsincreases,asdoes

end-userdata.Thisdatacaninform

serviceimprovementsandadditional

offerings:equatingtoincreased

revenuefortheorganization

andbettercustomersatisfaction

andretention.

Thisholisticre-imaginingof

ecosystems,relationships,and

processesheraldstheintroductionof

boldnewcommercialmodelssuchas

mobilityas-a-service,powerprovision,

remanufacture,secondarymarkets

anddata,anddigitallydrivenrevenue

streams.

INCONCLUSION

Whereonce,intheautomotivesector,sustainabilitywassynonymouswiththeelectricvehicle(EV),OEMsarenowbeginningtoembraceanapproachinwhichthecaritselfisjustonecomponent.

TheUNdefinessustainabilityas“meetingtheneedsofthepresentwithoutcompromisingtheabilityofthefuturegenerationstomeettheirownneeds.”Inconsideringsustainabilityasadriverforinnovation,ambitiousOEMsarepioneeringnewwaystomeettheneedsofthepresentinallareasofmobility;andlayingafoundationforabettertriplebottomlineofprofit,people,andtheplanetinfuture.

Thisisanexcitingtimetobepartoftheautomotiveindustry.Inyearstocome,theindustrywilllookbackatthe2020sasthedecadenotonlywhencarswentelectric,butalsowhenmobilityitselftransformedforgood.

4Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

Individualinsightsforasharedambition

Wheredoessustainabilitystart?Inthemanufacturingplant?Inthedesignphase?

Iwouldargue,somewheremuch,muchearlier.

Inoursector,weareseeingatransitionfromsustainabilityasareactiontoexternalpressureslikeregulation,toanopportunitytoredefineanenterprise’svalueproposition.That’snottosayitiseasy.Forenterprisestotakeanoutside-inapproach,manycomplexitiesmustbeovercome.That’swhyIaskednineexpertsfromacrosstheCapgeminiorganizationtosharetheirindividualinsightsonthechallengesandopportunitiesrepresentedbysustainability.Theirresponseswill,Ihope,providepracticalinsightsforadvancingyourownsustainabilitystrategy–whilealsoillustratingtheuniqueexpertiseCapgeminihastoofferinthisfield.

MarkusWinkler

ExecutiveVicePresident–GlobalAutomotiveSectoratCapgemini

Methodology:

Tocreatethisopinionpaper,Capgeminiconductedinterviewswithtenexpertstoidentifyandincorporatetheirviewsonrecentdevelopmentsintheautomotiveindustrywithregardtosustainability.Opinionsexpressedinthefollowingcontentbelongtotheindividuals,notCapgemini.

5Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

SUSTAINABILITYAS

STANDARD,NOTINSILOS

WithMarkusWinkler

Sustainabilityoffersenterprisesintheautomotivesectortheopportunitytodifferentiateandinnovate.Tobroadenoutbeyondthevehicleitselfandofferaffordable,sustainablemobilityforconsumers.

Letustakeaconsumerexample.Today’scarconfiguratorsgivenorealguidanceonhowacustomercanbuildtheirvehicletobeasgreenaspossible.ThatrepresentsanopportunityforOEMstoguide,engage,andeducateconsumersaspartoftheevolutionofmobility.

BRINGSUSTAINABLE

PURPOSETOLIFE

Iseemanyparallelswithdigitalization.Inthepast,therewasadigitaldepartmentwiththeChiefDigitalOfficeratthetop–andnowdigitalisintegraltotheenterprise.Similarly,sustainabilitygoesfarbeyondhiringasustainabilityofficer;anenterprise-wideapproachiswhatisneededtoempoweremployeestobringsustainablepurposetolife.

Thekeytoshiftingattitudesistoleadfromthetop.Teamsneedguidanceandframeworkstotakeaction.Forinstance,whenthepurchasingdepartmentdrawsupitscriteria,whereshouldtheimpactonsustainabilitysitagainstprice,quality,andavailability?LetussayanOEMhastochoosebetweentwosupplierstosourceapart.Oneismore

expensive,buthaslessofafootprint

inthesustainabilitychain.Abusiness

strategyneedstoexisttohelpteams

evaluatethecostversustheimpacton

areassuchasclimatechange.Which,

ofcourse,isnotstraightforward:itwill

involveexperimentingwithvariables

aroundactualCO2,pricing,andother

scoringcriteria.

6Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

SUSTAINABILITY

FROMATOZ

Whileobviousareassuchaselectrification,batteries,andsourcingofmaterialsreceivealotoffocus,sometimestheapproachtosustainabilityisnotsufficientlyend-to-end.Couldmoreusebemadeofdigitaltwinsandsimulationsforactivitieslikecrashtesting?Couldthemetaversereducecarbonfootprintinthesalesprocess?

Butofcourse,wemustconsidertheimpactofthosenewtechnologiesthemselves.Blockchainandvirtualcurrencieshavesustainabilityfootprints.Theincreaseddemandfordrivingassistancesystemscallsformorecomputingpower.Findingtherightcloudpartner,whichitselfrunsonrenewableenergy,willbekey.

Sustainabilitywillnotcomeovernight.Althoughourrecentresearchhasseensustainabilityinvestmentflatten,orevenreduce,weareonlyatthe

beginningoftheshift.Itwilltakea

sustainedpushtocreateenterprises

withsustainabilityintheirDNA.But

inmyview,sustainabilityisshiftingto

amajordisciplineinoursector,and

OEMsshouldbeaskingnot,“Howcan

Icomply?”but“Whatdoesittaketobe

aleaderinthisarea?”

A”businessstrategy

needstoexisttohelpteamsevaluatethecostversustheimpactonareassuchasclimatechange.

”

Abouttheauthor:MarkusWinklerisExecutiveVicePresident–GlobalAutomotiveSectoratCapgemini.Heuseshisextensiveexperienceindeliveringmajorbusinesstransformationprogramstohelpclientsensureinnovationsintechnologydelivernew,sustainablevaluepropositions,whilebringingefficiencytolegacyandcommoditizedITservices.

7Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

THINKBEYONDEMISSIONS

WithKlausFeldmann

Howsustainableanelectricvehicleis,dependsonmorethanemissions.

BUILDINGTOWARDBATTERYEFFICIENCY

Letuslookatbatteriesfirst.Somecompaniesintegrateabatterycelldirectlyintoapack,becauseit’scheaperandoffersahigherenergydensitypervolumeinthevehicle.ButthatmeansyoucanonlyreusethecompleteEVbattery,andtheremaybesafetyconcernsifsomecellsarenolongerperformingastheyshould.Oftenthatmeanstheonlythingtobedonewiththebatteryistorecycleit.Whereasifyougodownthetraditionalrouteofcelltomoduletopack,ifonemodulebreaksyoucanremoveitandusetheothersindifferentapplications.

I”nthefuture,wewillsee

moreandmorevehiclesbeingdesignedforspecificusecasesascarownershipmovestowarde-mobility.

”

Dataiskeytothistypeofreuse:bothhistoricaldataandreal-timeusage,inordertodeterminehowlongthebatterywilllastwhenusedundercertainconditions–orindeedwhatstepscouldbetakentoextenditslife.

Detailed,real-timedataanalysiswillbeimportanttosupportnewtrends.Inthefuture,wewillseemoreandmorevehiclesbeingdesignedforspecificusecasesascarownershipmovestowarde-mobility.Thisisasignificantshiftforbatteries,astheywillfit100%oftheirintendedusecase,meaningtheyaresuper-efficient.Vehicleswillnotbecarryingtonsofbatteryweightunnecessarily.

COLLABORATINGONINFRASTRUCTURE

Anotherkeydependencyisthecharginginfrastructureforendusers.Whenthinkingaboutsustainability,anend-to-endsmartcharginggridisveryimportant.Customersneedtherightpower,attherighttime,intherightplace.Differentindustriesmustsharedataformaximumefficiency.Forinstance,datafromvehiclescansupporttheinfrastructureproviders,whichinturnsupportthegridsandenergyproducers.

Currently,thereareanenormousnumberofcharginginfrastructureproviders,whichcausesinvoicingcomplexityfortheconsumer.AbetterapproachisasinglechargecardprovidedbytheOEMwhichallowscustomersaccessacrossthepartnershipnetworkwithasingleinvoice.Thistakesacommitmenttopartnershipanddatasharing.Anevenmoreelegantsolutionisso-called‘pluginandcharge’:OEMspartnerwithcharginginfrastructurecompaniessothatthevehicleisrecognizedwhenit’sconnectedandtheownerautomaticallyreceivesaninvoice.

Thecommonthemeofthesesustainablesolutions?Partnerships.Inmyview,theyarecriticaltoOEMs,whowillnotbeabletoachievetheirgoalsalone.

Abouttheauthor:KlausFeldmannisCTOforAutomotiveSustainabilityande-Mobility,CapgeminiEngineering.Hesupportsorganizationsintheautomotivesectorontheirpathtocarbonneutralityacrossproducts,footprints,andservicestofightclimatechangeandcontributetoadecarbonizedeconomy.

8Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

THEOCEANOF

OPPORTUNITIESINTHE

CIRCULARECONOMY

WithClémentChenut

Whenitcomestoachievingsustainability,thereisadifferencebetweensettingoffattopspeedandmakingsureyouaregoingtherightway.OEMswillneedtobeclear,ataholisticlevel,ontheirdirectionoftravel.

Therearefiveinterconnecteddimensionstoconsider:

1

2

Along-termstrategy,applicableintheday-to-day.Inaworldoflimitedresources,resiliencewillrelyonalong-termstrategywithnewperformanceindicatorsthathelpshiftfromabusinessofvolumetoabusinessofvalue.

Productdesignsetsthecircularstrategy.Useproductdesigntodeliversuperiorvalueduringtheproductlifecyclethroughmodularity,repairability,orrecyclability.Technologyselectioniskey,toconnectproductsanddeliverincreasedbenefitsrightacrossthevaluechain.

3

4

5

Reverseoperationsforrevalorization.Ensureproductsretainvalue,andpreserveresources,byusingreverselogisticsforrepairorremanufacturing.Enablingproductcollectionwillbeakeysuccessfactorinthisnewmodel.

Ecosystemtransformation.Gettherightpartners

anddata-sharingpracticestoworktogetheron

mutualobjectives.Createyourownconsortiums

toworkcollectivelyonresearchanddevelopment

(R&D)investment

Innovation.Useinnovationasadriverfor

sustainabilityatspeedandscalebyinvestingin

physical,digital,andbiologicaltechnologies.

9Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

Let’stakeacloserlookatthelong-termstrategypoint.Theelectrificationoftransportwilldriveanexplosionintherequirementformetalsby2040,withdemandforlithiumincreasingbyforty-twotimes,cobaltbytwenty-oneandnickelbynineteen.Tomitigatetheirexposuretoscarceresources,andtoembracethemegashiftstowardindustryelectrification,increasedsoftwaredeployment,and

as-a-servicemodels,OEMswillneedtotransitiontothecirculareconomy.

Attractingandtrainingtherighttalentwillbecrucial.

Notjustdevelopers,techexperts,anddatascientists,butalsosoftwareengineers,mechanicalengineers,electrochemists,andbatteryexperts.Becausethecirculareconomyismorethanjustunderstandingthetraditionalbordersofourindustry,investmentwillbeneededinadditionalareas:notablyintelecoms,mobility,andenergyexpertise.And,ofcourse,capabilitieswithinsustainabilityitself,tobetterunderstandtheinterconnectednessbetweenallitscomponents.

rganizationsthatadoptthe

circulareconomyexperience

bettereconomicvalueand

consumerdesirability.

”

UNTAPPEDVALUE

Sofar,mostOEMshavefocusedontheupstreamendofthevaluechain,intermsoftheprovisioningofrawmaterialsandestablishingcapabilitiesinmanufacturingelectricbatteriesasadifferentiator.Buttherealaddedvalueinthecirculareconomyremainsuntapped:theoceanofopportunitiesthatsitsbetweenendofuseandrecyclingforvehicles.

Wearestartingtoseeexcitingdevelopmentsinthisarea.RenaultlaunchedarefactoryinFrancetoremanufactureandretrofitvehicles.EuropeanbatterymanufacturerNorthvolthaspartneredwithaluminumcompanyHydrotoimproverecyclability,inordertobeabletoreuse50%ofitsbatteries.

Circularityhasasustainabilitybenefitasitminimizestherawmaterialfootprint,yes.Butitalsosupportscommercialobjectivesbyreducingthedepletioninvalueofgoodsandmaterials.Twobenefitstothebusinessare:

•Moreresilienceagainstfourexternalfactors:pollution,lackorabsenceofrecovery,difficultysourcingrawmaterials,andCO2reduction(movingawayfromprovisioningrawmaterialsreducestheCO2billforOEMsbybetween45%and60%).

•Financialbenefits:organizationsthatadoptthecirculareconomyexperiencebettereconomicvalueandconsumerdesirability.

Thatfinalpointaroundconsumervalueisaninterestingone.Anunexpectedbenefitofcircularityisthattheextensionofproductlifeprovidesgreaterintimacywithconsumers.Relationshipslastlonger,touchpointsincrease,andmorecustomerdataisgathered,allowingcompaniestoimproveservicesandaddrevenuestreams.Customersatisfactionandretentionimproves,anddeliveringonthebroadervisionofsustainabilitycreatesapositivecycleofbenefitswithintheorganization.

Onethingisforsure.Whetherithappensthroughpushorpullmovements,oramixtureofboth,theadventofthecirculareconomyisinevitable.IwouldencourageOEMstoembracetheopportunitiesitoffers.

Abouttheauthor:ClémentChenutisCircularEconomyExpert,GroupSustainabilityAcceleratoratCapgeminiInvent.Heworkstoincreaseawarenessonsustainabilityissuesandacceleratethedevelopmentofcircularbusinessmodels.Alongsidehisprofessionalactivities,ClémentlecturesattheUniversityofParisDauphine,amongothers,ontheapplicationofthecirculareconomyinleveragingtechnology.

10Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

PUTTINGTHEE

INTOEND-TO-END

WithVeraSchneemann

Whenitcomestoinvestmentinsustainabilityinoursector,wehaveseenanincredibleincreaseine-vehicles,buttheend-to-endperspectiveisstillmissing.

OEMsarelaunchinge-vehicles,butthe‘e’relatesonlytothevehicle,nottothesustainabilityofproductionortoextendingthecar’slifecycle.Progressisbeingmade,however,onrefurbishmentandreuseofmaterials,particularlywithinnon-safetycomponents.Start-upsplayanimportantroleinthisarea.

TRANSPARENTECOSYSTEMS

TheCatena-Xopendataecosystemwillhaveabigparttoplayinincreasingtransparencyaroundmaterialsalongthewholevaluechain;improvingtraceabilityandcircularityup-anddownstream.

Traceabilityandavailabilityareimportanttopics.Tomake

yoursustainablevisionareality,youneedtobeableto

answerquestionslike:

•Haveyouthoughtend-to-endaboutcircularity,includingimplementingsmartcomponentreturnprocesses?

•Doyouhavetherightnetworkofpartnerswhowillopenlycooperateonrepairs,refurbishment,manufacturing,andrecycling?

Someoftheanswerswilllieinalargeecosystemor

marketplace,allowinginterchangebetweenindustries.

Whererecoveredmaterialsfromaerospace,forinstance,

canbeusedinautomotive;andautomotivematerialscan

berepurposedinconsumerproducts.

11Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

omeoftheanswerswilllieinalarge

ecosystemormarketplace,allowinginterchangebetweenindustries.

”

TALKINGTALENT

Thehumanfactormustnotbeunderestimatedinallthis.Howareyoushowingyouremployeestheimpacttheirdailyworkhasonsustainability?Haveyouidentifiedthetwoorthreesustainabilityexpertsindepartmentssuchasprocurementwhocanhelptoguideandupskillthewiderteam?

Middlemanagementshouldbeafocusareainordertogenerateastepchange.TheCsuiteunderstandthatthedriveforsustainabilityisagrowthopportunity.Butappropriateincentiveshavenotyetnecessarilybeenputinplacetodrivetherightbehaviorsfurtherdowntheorganization.

AsanOEM,yourattitudetosustainabilitycanbeanadvantageinthetalentpool,withmoreentrantstothejobmarketchoosingfirmswhosevaluesalignwiththeirown.

Whentalkingaboutend-to-endsustainabilityforOEMs,therearethreeareasthataresometimesoverlooked:

1

2

3

Thebroaderorganization.Onebusinessunit cannotdoitalone,thepushmustbecompany-wide.Andtheattitudemustbeopen-minded.Notjust,“Howcanweproducethebeste-car?”but“Withour currentavailableecosystem,processes,andenergyprovision,howcanwebeassustainableaspossible,now?”

Smallersuppliers.OEMsexpecttier1supplierstotakeresponsibilityfortheirownsustainability,andto–inturn–managethetier2suppliers.Butbeyondthat,wearedealingwithsmallerandsmallerfirmswhocannotaffordtoinvestinsustainabilityprojects.OEMsneedtofocusonhowtodealwiththisissue.

Consumerbehavior.Howcanyou,asanOEM,influencepeople’schoices?Howcanyoucreatemoreawareness?Becauseifthecustomeriswillingtopayforit,moreinvestmentbecomesavailableforsustainabilityprojects.

Abouttheauthor:VeraSchneemannisGlobalLead,SustainableOperationsandSupplyChainatCapgeminiInvent.Withover15yearsofexperienceinsupplychainmanagement,shetakesaholisticapproachtoanalyzingthestatusquointermsofemissionsalongthevaluechain,developingend-to-endapproachestosustainableoperationalprocesses.

12Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

DATAILLUMINATES

THEPATHTO

SUSTAINABILITY

WithBenjaminFritz

Netzerocanonlybeachievedwiththerightdatastructures

inplace–andtherealityisthatformanycompanies,thesedo

notyetexist.

UNDERSTANDINGTHEVALUECHAIN

Howdoesyourcompanymeasureupintermsofsustainability,andtowhatextentdoesitneedtochange?Whichactionswillhavethemostimpactandhowmuchwilltheycost?Thesequestionscanonlybeansweredwithefficientdatamanagement.Butoftendataexistsinsilosthatarenoteasilyconsolidated.Thatmakesithardtocompare,say,emissionsdataatthecompanyorproductlevel.Andtheabilitytomeasurethecurrentstateisvitalinordertoassesstheimpactofmitigatingactions.

Aclearpictureisneededrightacross

thevaluechain.Dataonthecomplete

productlifecycle,fromdevelopment,

production,supplychain,andlogistics,

mustbebroughttogetherwith

datafromvehicles,customers,and

otherdepartments.

Intechnologicalterms,whatisneeded

isadatameshwithdecentralized

architecture.Datasovereignty

remainswithinindividualdomains,

butinformationcanbecombinedand

evaluatedforanalysispurposes.

13Talkingpointsonnowandnext:Examiningthedrivetosustainabilitywithinautomotive

THEIMPORTANCE

OFCONTEXT

Inmyopinion,allOEMsneedtoworkcloselywiththehyperscalerstobuildacloudinfrastructureasafoundationforsustainability.Thentheycanuseasemanticlayeracrosstheorganizationtoaccessthedataandgenerateinsights.

Withthisfoundation,enterprisescanusequalitydatatodriveAIsystems,withafocusonensuringthedataclearlyconveyswhattheAIneedstolearn.Teamscanthenfocusonperformance,ratherthanspendingtimetryingtoimprovethemodel.

Themostimportantthingtoconsiderinallofthis,i