版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
REMOVINGTHEFINISH
LINE
HowtheCircularEconomywillenergizetheautomotiveindustry
TableofContents
1 ExecutiveSummary 3
2 Introduction 4
3 Thecirculareconomyvaluechainforautomakers 6
3.1 Thepre-usephase 8
3.2 Theusephase 10
3.3 Thepost-usephase 10
4 Sixpillarsforacirculareconomy 11
4.1 Circularstrategyandperformance 12
4.2 Designforcircularity 14
4.3 Circularsupplychain&manufacturing(upstream&downstream) 16
4.4 Service-drivenbusinessmodels 17
4.5 Dataplatforms&datamanagement 18
4.6 Partnershipecosystemsforcircularity 21
5 Conclusion 23
©2023CapgeminiInvent 2
1.Executivesummary
Formorethan125years,theAutomotiveindustryhasbeenoneoftheenginesofthemodernindustrialera.Manyofthecentralfeaturesofmanufacturinghavegrownoutofautomotive:theassemblyline,leanmanufacturing,andtoomanytrendstolistinrobotics,automation,andsafety.
Ontheflipside,MobilityandTransportisoneoffour1globalsystemsthatcausethelion’sshareofgreenhousegasemissionsandvirginmaterialextraction.Whiletheglobalpopulationhasdoubledinthepast50years,materialextractionhastripled,leadingto100billiontonsofmaterialconsumedbytoday’sglobaleconomy.Surprisingly,only7.2%ofthatfigureiscircular.
Evenmorealarming,theshareofcircularmaterialhasfallenfrom9.1%in2018.2Butjustas100yearsago,theautomotiveindustryonceagainhastheopportunitytodefinethevaluecreationmodelofourtimes.Thelinearmodelofmanufacturinghasrunitscourse.Now,withanewemphasisonsustainabilityandvalue,the21stcenturywillbelongtothecirculareconomy.
AccordingtotheEuropeanCommission,thecirculareconomyreferstoaneconomicmodelthataimstomaintainthevalueofproducts,materials,andresourcesforaslongaspossiblebyreinsertingthemintotheproductcycleattheendoftheirusewhileminimizing
thegenerationofwaste.Whenappliedtotheautomotiveindustry,circularityaffectsmanufacturingalongtheentiretyofthevehiclelifecycle.Thispaperconsidersthethreephasesofpre-use,use,andpost-useinturn,demonstratingthatcirculareconomicprinciplesaddandpreservemorevaluethantraditionalmanufacturingmodels.Circularityrequiresbroadchangesthroughoutanorganization,whichmustbecarriedoutthroughnewpartnershipmodelswithinandacrossindustries.Thisoverarchingapproach–detailedinourcircularityframework–enablesOEMstodeliverresultsatspeedandscale,notonlytodecoupleeconomicsuccessfrommaterialextractionbutalsowiththeunderstandingthat70%ofgreenhousegasemissionsaretiedtomaterialhandlinganduse.3
Thispaperbeginsbypresentingalistoftectonicchangesthatpushatthefoundationoftheautomotiveindustry.Thisincludesthedemandsofnewregulationsandanewgenerationofconsumers,forwhomsustainabilityisanincreasinglydominantpurchasingcriterion.Thegrowingtrendtowardselectricvehiclesprovidesanotherdrivingforcethroughtheincreasingdemandsitputsonarangeofmaterials,manyofwhichareminedinjustafewcountries.Theseforcespushinonedirection–towards
amanufacturingmodelthatwasteslessandpreservesmaximumvalue.
Ourcircularityframeworkpresentssixcirculareconomypillarsthatcanleadautomotivecompaniesthroughthechallengesofafast-changingindustry,maximizingvaluethroughoutproductandservicelifecycleswhilereducingwastetoabareminimum.ThisenablesOEMstocreatelong-termvaluewithactionsthatcanbedeployedandmonitoredintheshortterm,leveragingthisalternativemodelthatbringsconsumerdesirability,resiliency,andcompetitiveness.Thistransformationwillalsoincludenewsourcesofrevenuespurredonbytheevolutionoftransportation,awayfromaone-person-one-
carmodel,towardsincreasinglyinnovativesharedmobilityoptions.Eachpartofanorganizationwillhaveaparttoplay,withpartnershipsplayinganincreasingrole.
Whatconsumersvaluemostischanging.Oneschoolofthoughtwouldaimtochillnewtrendsandpreservethe20thcenturymodelforaslongaspossible.Thispapertakesabolderapproach.Ashiftinvalueprovidesatremendousopportunityforthebusinessesthatadaptfirst.Inaworldofincreasingemissionsanddwindlingresources,pushedbyincreasingregulation,andpulledbyconsumerpreference,the21stcenturyisgravitatingtowardsthecirculareconomy.Forautomotiveleaderswithvision,thisisthetimetolead.
CircleEconomy.(2023).Thecircularitygapreport2023(p.28).RetrievedfromCGRiwebsite
CircleEconomy.(2018).Thecircularitygapreport2018(p.20).RetrievedfromCGRiwebsite
CircleEconomy.(2021).Thecircularitygapreport2021(p.14).RetrievedfromCGRiwebsite
©2023CapgeminiInvent 3
2.Introduction
Thebattleagainstclimatechangehasmovedintotheactionphase,asorganizationsaroundtheworldcoordinateastrategicresponse.Thetransportsectorhasbeenunderthespotlightasahigh-emissionindustry(~9%ofGHGemissions
–correspondingtoacarbonfootprintof4.8GtCO2e).1Increasingpressuresfromregulatorsandconsumersaredrivingamassivetransformationtowardcollectiveenvironmentaltargets.Toachievelessthan1.5°Cofglobalwarming,theautomotiveindustrywillneedtohalveitscarbonemissionsby2030.Thisgoalismadeallthemorechallenginginlightofthetransformationtowardelectricmobility.Differentcoststructures
(thebatteryrepresents30%ofanEV’svalue)andtheincreasedneedforscarcematerialsareputtingincreasedpressureonanalreadystrainedindustry.
Ultimately,theindustryisundergoingitsmostprofoundchangeinourlifetime,representedbysixmegashifts:platformization/standardization,softwarization/connectivity,autonomousdriving,mobilityandservitization,thetrendtousedcarsorretrofitting,andelectrification.Thesearefurthercompoundedbyanenergycrisis,disruptedsupplychains,andaloomingrecession.
Fortoolonghavewebeenchasingshort-termgrowthwithafocusonoptimizinglinearvaluechains,
amodelcharacterizedbylargevolumesofsingleunitsales,globalizedvaluechains,productobsolescence,andin-houseR&Ddrivenbyproductioncost.Theglobaleconomy'scircularityhasstagnatedat8.6%meaningmorethan90%of100billiontonsoftherawmaterialsconsumedeachyeararenevercycledbackintothe
economy.Whilewehavealongwaytogo,therecentsuccessionofcrises,suchassanitaryandenergycrises,supplychaindisruptions(e.g.,SuezCanalblockage,semiconductorsshortage),andthewarinUkraineconfirmthatcompaniesneedtoacceleratetheirtransition.
Forallthesereasons,leadersintheautomotiveindustryhavebeguntoexplorethebenefitsofacirculareconomyrevolution.
AccordingtotheCapgeminiResearchInstitute,while73%ofexecutivesagreethatacontributiontothecirculareconomyisnecessarytoachievelong-termfinancialandcompetitivegoals,only53%attesttohavingacircular-economystrategyandonly41%oforganizationshaveintegratedcircularitymetricsintodecisions.2
LevelofintegrationofCircularEconomyintheautomotive’ssustainabilityroadmap
53% 45% 41%
Adoptedacircularstrategy Adheretocircularityprinciple Factorcircularitymetricsinto
primarilyinengineering, businessdecisions
manufacturingandsupplychain
Source:CapgeminiResearchInstitute,SustainabilityinAutomotiveExecutiveSurvey,July-August2022.N=1,080executives.
Stephan,B.etal(2019)CrashingtheClimate
2CapgeminiResearchInstitute(2022)SustainabilityinAutomotive ©2023CapgeminiInvent 4
Multipleforcesandoneconclusion
Interestincircularityisgrowing,andit’sbeginningtotranslateintoaction.Asmoreandmoreforcesalign,thistrendcanbeexpectedtoaccelerateinthecomingyears.
Weidentifiedseveralforcesdrivingtheadoptionofcirculareconomy:
Growingintolerancetoanypollutiontype,
Lackorabsenceofwasterecovery,
Scarcityordifficultyinsourcingrawmaterials(mainlyduetoelectrification),
CO2emissionsrelatingtothebusinessactivityingeneral.
Whilethefirsttwohavecrystalizedmostoftheinitialandongoingeffortsandregulationsforseveralyears(targetedrecycling,plasticsmanagement,managementofunsolditems),thecurrentandforthcomingconditionsgiveconsiderableprominencetothelasttwo.Dependingontheirlevelofexposuretothesethreats,companieshaveaheterogeneouslevelofadoptionandimplementation.Forinstance,vehicleelectrificationisattheheartofthetransformationwiththelegislationframeworkthathasbeenincreasinglyintensified(e.g.,latestlegislationinEuropebansthesaleof
anycombustionenginevehicleby2035).
Mobilityplayerspushedtoadoptthecirculareconomyhavebeenimplementingnewbusinessmodelsthatgofarbeyondrecycling(e.g.,Product-as-a-Service,ProductLifeExtension,SharingPlatforms,SellandBuy-back,RepairandMaintenanceservices,Second-handPlatforms),representingnewplayfieldsthatdeliverproveneconomicvalueandconsumerdesirability(e.g.,clients’acquisitionandloyalty,turnoverincrease,brandimageimprovement).Asaresult,newindustryplayersarepulledbythesebenefitsandthereforeeitherlaunchinitiativesormakecircularityoneoftheirstrategicpillars.
Keyquestions
Althoughcircularityisnotanewconceptintheautomotiveindustry,theincreasingexposuretotheabovementionedpushedandpulledfactorsmakecirculareconomyaninevitableparadigmshiftforautomakers.Largepoolsofvalueremainuntappedbetweenend-of-useandrecyclingwhichequatestocountlessopportunitiesintheformofreusing,repairing,andremanufacturingvehiclesandtheircomponentsthatarewidelyunexplored.Therefore,theultimateobjectiveforautomotiveplayersistoleveragethecirculareconomyandthussignificantlyreducetheirrawmaterialfootprint,whichisofprimaryimportancewhenproducing
vehiclesatscaleinaworldoflimitedresources.
Basedonthisshift,weaddresssomeofthekeyquestionsforOEMsandotherautomotiveplayersontheirpathtocircularity:
Whatisneededtoadaptcurrentlinearstructurestoafullycircularbusinessmodelacrossstructures,processes,andbusinessdomains?
HowdoesembracingthecirculareconomyhelpOEMssustainandevengrowtheirbusinesseswhilereducingtheirenvironmentalfootprint?
HowwellareOEMsequippedforthetransitiontocircularbusinessmodelsandactivities,andwhatdotheyneedtodoinordertoaccelerateandpioneerintheinevitablechange?
Thispaperaimstoexploretheopportunityofcirculareconomyfortheautomotiveindustrytoaccelerateitssustainabilitytransformation.ThroughCapgemini’s6-pillarframework,businessleaderscanembarkonthisjourneybylayingthefoundationforcircularitywithaholisticapproach–embeddingbusinessmodels,productdesign,operations,andpartnershipecosysteminordertoembracethesixmegashiftsthataredisruptingtheentiresectortoanunprecedentedextent.
©2023©2022CapgeminiCapgeminiInventInvent 55
3.Thecirculareconomyvaluechainforautomakers
Thelinearmodelisasales-orientedbusinessmodel,wherevalue
ismainlycreatedduringtheproductionprocess,andthenconsumedduringthevalue
optimizationphase.Oncequalityandutilizationlevelsarenolongeroptimal,productvaluecontinuestodeclineuntilitbecomesnon-functional,andtheproductis
disposed.Reinforcedbythedriveforeconomicgrowth,thisleadsto
anincreasingdestructionoflimitedresourceswhilepollutingland,water,andair,destabilizingtheclimate.
Lineareconomy
User
ADD DESTROY
VALUE VALUE
Retail
Assembly
Manufacturing
Extraction
PRE-USE USE POST-USE
Source:CircleEconomy,2016
Thecirculareconomyincorporatesvaluerecoverymechanismstoensurethatthevalueofproductsandmaterialsismaintainedaftertheiruse.Valuerecoveryactivitiesincluderesale/second-handsale,repair,refurbishing,remanufacturing,andrecycling.Thus,movingtoamorecirculareconomyaimstoincreaseresourceefficiencyandreduceprimaryresourceinputsbydesign,maintainproductsandmaterialsattheirhighestpossiblevalueforaslongaspossible,andeliminatewasteattheendoflife.InthePRE-USEphase,valueisaddednaturallyastheproductsgetassembled,
1. IntheUSEphase,valueisoptimizedbyextendingtheusabilityoffirsthandproducts
(mainlythroughsharingandrepair),
2. InthePOST-USEphase,valueisretainedviarevalorizationprocesses(lifeextension,newlives,end-of-life).
Inprinciple,themodelcanbeappliedinanyindustry.Thefocusinthisworkthoughisthetransformationofthelinearlifecycletothecircularlifecycleintheautomotiveindustry.Itsapplicabilityrequiresaholisticapproachacrossproductdesign,businessmodels,operations,andpartnerships,asnocompanyimplementscirculareconomyinisolation.Duetothenumberofstakeholdersinvolvedwithintheorganizationandacrossallthethirdparties,dataisakey
enablertotheimplementationofcirculareconomystrategiesthroughgreatertraceabilityandtransparency.
©2023CapgeminiInvent 6
Valuehilltargetpicture-circularityandservice-drivenbusinessmodelforautomotive
Use
Pre-usePost-use
Services Reuse/Share Service-driven
Business
Models
Circular
Lifecycle
Strategy
NewSourcing
Strategy
Ensure2ndlife:
provideresidues
toexternalfirms
©2023CapgeminiInvent 7
3.1Thepre-usephase
Inthepre-usephase,valueisadded
•Thereisahighdependencyon
•
Theincreasedlevelof
totheproductbyassemblingthe
veryfewcountries(notably
disruptionshasputglobal
slowlyevolvingproductpieceby
China)thatareresponsible
supplychainsatrisks,makingit
piece.Thisincludesallvalue-adding
fortheextractionand
increasinglydifficulttosource
processesfromproductstrategyand
transformationofcriticalraw
componentsandmaterialsas
designtowardsthedeliveryofthe
materials(suchaslithium,
illustratedduringthe
finalproduct.Duringthisphase,
cobalt,nickel)aswellasthe
semiconductor’scrisis.Beyond
automotiveplayersfacemanyissues
productionofbatteriesand
geopoliticalissues,thehigh
intheirracetowardsustainability,
theircomponents.
concentrationoftheEVmarket
suchas:
onresourcescanleadtosimilar
effectsifglobalproduction
chainsaremaintained.
ChinadominatestheentiredownstreamEVbatterysupplychain
GeographicaldistributionoftheglobalEVbatterysupplychain
Mining Materialprocessing Cellcomponents Batterycells EVs
100%
75%
50%
25%
0%
Li
Ni
Co
Gr
Li
Ni
Co
Gr
CathodeAnode
BatteryEVproduction
production
ChinaEuropeUnitedStatesJapanKoreaDRCAustraliaIndonesiaRussiaOther
Notes:Li=lithium;Ni=nickel;Co=cobalt;Gr=graphite.,DRC=DemocraticRepublicofCongo.Geographicalbreakdownreferstothecountrywheretheproductionoccurs.Miningisbasedonproductiondata.Materialprocessingisbasedonrefiningproductioncapacitydata.Cellcomponentproductionisbasedoncathodeandanodeproductioncapacitydata.Batterycellproductionisbasedonbatterycellproductioncapacitydata.EVproductionisbasedonEVproductiondata.AlthoughIndonesiaproducesaround40%oftotalnickel,littleofthisiscurrentlyusedintheEVbatterysupplychain.ThelargestClass1battery-gradenickelproducersareRussia,CanadaandAutralia.
Sources:IEAanalysisbasedon:EVVolumes;USGeologicalSurvey(2022);BenchmarkMineralIntelligence;BloombergNEF.
©2023CapgeminiInvent 8
ProductioninallstagesoftheEVbatterysupplychainisconcentratedinfewcompanies
Shareoftotalproductionoftop-threecompaniesateachstageoftheEVbatterysupply
Mining Cellcomponents Batterycells EVs
100%
75%
50%
25%
0%
Li Ni CathodeAnode Batteryproduction EVproduction
Notes:Thefigureshowsproductionpercentagesoftop-threecompaniesfor2021:EVproductionbysales,batteryproductionbyMWhproduced;cathodeandanodebyproductioncapacity,miningbyproductioncapacity.Top-threecompaniesbyproduction(countruwhereheadquatered):lithium-SociedadQyunucatNuberaCguke(Chile);PilbaraMinerals(Australia),Allkem(Australia);nickel
JinchuanGroup(China);BHPGroup(Australia);ValeSA(Brazil);cathode-Sumitomo(Japan);TianjinB&MScienceandTechnology(China),ShenenDynanonic(China),anode-NingboShanshan(China),BTRNewEnergyMaterials(China);ShanghaiPutailaiNewEnergyTechnology(China);batteryproduction-CATLK(China),LGEnergySolution(Korea),Panasonic(Japan);EVproduction-Tesla(UnitedStates)VWGroup(Germany):andBYD(China)
Sources:IEAanalysisbasedonBenchmarkMineralIntelligence,BloombergNEF,S&PGlobal.
Vehicledesignprinciplesdon’talwaysincludetherevalorizationrequirementsthroughoutthelifecycle.Thisisoftenduetotheinformationaccessoftheentirevehiclelifecyclemanagement,whichisfragmentedacrossorganizational
functions.Thisisparticularlyrelevantconsideringthatlithiumpricesincreasedmorethanseventimesandcobaltpricesmorethantwobetweenthestartof2021andMay2022.1
Circulareconomyprinciplesduringthepre-usephasedomorethansavemoneyandreducewaste–theysettheballinmotionfortheentiretyofavehicle’slifecycle.
IEA–GlobalSupplyChainsofEVBatteries,2022
©2023CapgeminiInvent 9
3.2Theusephase
Atthestartofusage,thefinished
Thisisespeciallyrelevantgiven
carpassesfromthepre-usephaseto
tworealitiesofthestatusquo:
theuseandvalue-optimization
phase.Thevalue-optimizationphase
•
Overtheentirelifespanof
isthemomentwhereavehicle’s
atraditionalcar(20yearson
valueisatitspeak.Therearetwo
average),theuserateis
objectivesatthisstage:
remarkablylow–onaverage,
just1.5%forprivately
1.Toavoidvaluedepletionby
usedcars.1
leveraginglifeextension
operationswithminimaleffort,
•
Theenergycrisisthatishitting
theglobaleconomyhas
2.Tousetheopportunities
structuralimpactsatalllevelsof
broughtbycircularityto
thevaluechain,andthere’sa
optimizevehicles’userate.The
stronglikelihoodthatthistrend
circularbusinessmodelcallsfor
willcontinue.Accordingtothe
vehiclesthatareofgreatervalue
WorldBank,crudeoilprices
overalongerlifespan.
haveincreasedby350%from
April2020toApril2022.Global
coal,naturalgasandcrudeoil
3.3Thepost-usephase
Inthetraditionallinearlifecycle, don’talwayshaveaccessto
avehicle’svaluedecreasesrapidlyas vehiclesattheendofuse.
oldvehiclesarehandedovertoscrap Therefore,theyneedtodevelop
facilities,includingalltheirpartsand therightcapabilitiestoincrease
components.Firmsfollowingcircular usedvehiclecollection,sorting,
economyprinciplesputalotof diagnosisanddismantlingasan
effortintoretainingthisvalue.The entrypointtoanyrevalorization
objectiveinthisphaseforOEMsand process.Thisisamandatory
theirpartnersistoloopamaximum steptoachievegreaterresource
ofpartsbackintotheproduction sovereigntyandprofitabilityin
processfornewandusedvehicles. thelong-term.
Themostrelevantrevalorization
optiondependsontheactual • Manyrecoveryactivitiesin
conditionsofthevehicleandits automotivehavealreadybeen
residualvalueleadingtomultiple developed,demonstrating
levelsofdisassembly(e.g.,for greateconomicand
refurbishment,remanufacturing, environmentalvalue.However,
repurposing,andrecycling). therehavebeendifficultiesin
However,implementingthesesteps scalingsuchinitiatives.Doingso
inpracticerequiresOEMsto willbeanessentialpartof
overcomeabroadsetofchallenges. extendingthelifespanof
vehicles.Tolookattwo
• Themovetoelectricmobility examples:
isincreasingthevalueofacar
(byaroughaverageof$10,000 1. Remanufacturingvehicle
comparedtoanICEvehicle). componentsforthesame
However,thesecond-hand qualitylevelasoriginalones
markettodayislargely canreducecostby30to50%
outsourced,meaningthatOEMs
Davis,S.C.andBoundy,R.G.(2022)TransportationEnergyDataBook
IEA(2022)RenewableElectricity
KelleyBlueBook(2021)EightStraight
Circular(2022)HowtheCircularEconomyisSolvingtheProblemofSpentBatteries
priceshaveundergoneanadditionalestimatedincreasethisyearof81%,74%,and42%respectively.2Renewableenergycapabilitieshaveaccelerateddramatically(witharecordincreaseof6%in2021)butthatrisedoeslittletocompensateforthesupplyissueforfossilfuels.3
Giventheenergyrequiredtooperatevehiclesofallkinds,itisincumbenttorethinkthewaysinwhichwemovepeopleandgoods.Increasingvehicles’usageandlifespantakeusclosertothatgoal.
Remanufacturingenginesleadstoa73%to87%reductioninCO2emissionscomparedtoconstructingnewonesthroughtraditionalmanufacturingprocesses
Althoughrecyclingratesintheautomotivesectorarealreadyhigh(~80%intheEUandUS),thearrivalofbatteriesischangingtherulesofthegameforvehicleend-of-lifemanagementtosupportcriticalmetalprocurementandsourcing.Assuch,withthesurgeintheamountofbatteriesinthemarket,recyclingcanprovideupto22%ofthemetalsneededtoproducelithium-basedbatteries,thusreducingtheoveralldemandfornickel,lithium,andcobaltforEVsbyupto30%by2050.4
©2023CapgeminiInvent
10
4.Sixpillarsforacirculareconomy
Fromarevenueperspective,howdoesitbenefitOEMstoproducelonger-lastingcarsthatmoredriversuse?Theanswerliesinanotherfundamentalshift.OrganizationsaretransitioningtowardaProduct-as-a-Servicebusinessmodel,wheretheyowntheproductstheymarketandareresponsibleforoptimizingtheirfirstlifeandforidentifyingandfacilitatingtheirnextlives.Technologyisthekeytomakingthisconceptapplicableatscale,namelythroughautomation,processvirtualization,andoptimizedenergyconsumption.
Buildingandimplementingacircularitystrategyforbusinessesentailstheconsiderationofmultiplefactorsthroughouttheproductlifecycle:
Theproductconditions(e.g.,energysupply,component,andmaterial)
Thebusinesscapabilities(e.g.,supplychainanddistribution)
Themarketsituation(e.g.,customerdemandandregulations).
ConsideringthewholeproductlifecycleadditionallyrequiresOEMstothinkintermsofoverarchingsystemsinsteadofstandaloneproducts.Forexample,carmakersmustcollaboratewithtelecommunicationsandenergyproviderstodesignend-to-endcircularvehiclesandservices.
Wehighlightsixcirculareconomypillarsthatcanbringautomotiveorganizationsflexibility,robustness,andscalablesolutionstomeetthechallengesofafast-changing,increasinglysustainability-ledindustryandtransitiontowardscircularproductandserviceslifecycles.
OurCircularityFramework
CircularStrategy
&Performance
Partnership Designfor
EcosystemsCircularity
forCircularity
6PILLARSFOR
CIRCULARITY
DataPlatforms CircularityinSupply
&Management Chain&Manufacturing
Service-driven
BusinessModels
©2023CapgeminiInvent 11
4.1Circularstrategyandperformance
Strategyandperformanceformthefoundationofasuccessfultransitiontocircularproducts,services,processes,andoperations,andarethusthefirstpillar.KeyquestionsforautomotiveOEMsinthiscontextare:
Isthecirculareconomyambitionalignedwiththecorporatestrategy?
Whataretheempiricalchangesthatneedtobeimplementedfromthetoptosecurelong-termbusinessresiliencyonresources?
Howtoensurethatmylong-termvisionistranscendedto,andappliedonadailybasis?
Theincreasingdifficultyinaccessingrawmaterialsintheautomotiveindustry,especiallyinadvancedeconomies,isputtingindustryplayersinaneconomyofscarcity.Nowisthetimetoconsidertheelementsthatmayjeopardizebusinessoperationswithinthenext30yearsandbuildaresilientstrategyagainstthem.Failingtoestablish
aprospectivestrategycouldhavesevereoperationalconsequences.
Sustainableprocurementisfoundationaltobusinessresiliency,requiringustochangethewayweunderstandquality,costs,andavailability.Toalignprocurementwithourplanetaryboundariesandsustainablesupplychainpractices,fourstepsarerequired:
Encouragesourcingamaximumfromrecyclates,bio-based,andalternativematerialsthatarelessenvironmentallyharmfulfrominternalandexternalsources–suchasbioplastics,syntheticleather(SofTex),
AcellaHylite,ornaturalfibers(e.g.,soyfoam,wheatstraw,celluloseorkenaffibers).
Monitorsuppliers’practicesagainstinternationalstandards,especiallyregardingsoils,mines,andsitesregeneration,aswellasfairproductionprocesses.Thisinvolvescomplyingwithhumanrightsaswellasenvironmentallyfriendlyextractionsofrawmaterials.
Encourageproductionascloseaspossibletothesourcingfirms’productionfacilities,whichalsohelpsachievebettertraceability.Thisispossiblethroughpartnershipswithqualifiedsuppliers.
Inthenearfuture,itwillalsobecomeincreasinglyimportanttoimplementsmart,flexible,andforecast-drivensourcingprocesses.AutomotiveOEMscan,forinstance,increasethesourcingofin-houserecycledbatteriesbyrelyingonforecaststhataretransmittedfromintelligentcomponenttrackingsystemsduringtheusephasesofelectricvehicles.
Furthermore,steeringthetransformationtodeliverthelong-termstrategyviashort-termobjectiveswillrequirechangesinthefinancialmodelsandgovernancestructure.ThedefinitionofnewKPIsiskeytomeasuringthesuccessofcircularinitiatives,buildingnewrelationswithinvestorsandshareholders,andvaluinglong-terminvestmentsalongsidelong-termROI.
Anassessmentofthelong-termrisksandthelevelofexposureagainstthemneedstobeconductedto
anticipatethebiggestchallengesthatbusinesseswillface,andatwhichtimescale.Thisisparticularlynotableforrawmaterialsourcingandalternativeprocessesandsolutions.Executiveswillthenbeabletousethefindingsofthisassessmenttofuelfar-reachingchanges:
Defineanewmodeofgovernancewithindicatorsthatmakeitpossibletomonitorthetransformationadvancementandfacilitatedecision-making(e.g.,th
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
评论
0/150
提交评论