2024年软件定义汽车全球制造商就绪情况研究报告

Software-definedvehicles

Globalmanufacturerreadinessstudy

5

Software-definedvehicles|Globalmanufacturerreadinessstudy

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Executivesummary04

UnderstandingtheSDVmarket06

Buildingthetechnicalfoundation10

Maximizingefficiency18

UnlockingthevalueofSDVs30

Conclusion35

Contacts36

04

Executivesummary

Thetransitiontosoftware-definedvehicles(SDVs)isrevolutionizingtheautomotive

industrybydecouplingsoftwarefromhard-waretoenablerapid,ongoingdevelopment.Atthesametime,vehiclesarebecoming

extensionsofthedigitalspace,integratingnewfeaturesandcapabilitiesthatalignwithevolvingcustomerneeds.Cloud-based

operatingplatformsandover-the-air(OTA)updatesarebecomingstandard,pushingcompaniestoleveragestrategicalliancesandrobustarchitecturestomanagethegrowingcomplexityofmobilitydata.

Successfullynavigatingthisshiftcan

unlocksignificantefficiencygainsandnewdatamonetizationopportunities.DeloitteGlobal’s2023SDVstudy,“

Engineeringthe

mobilityrevolution

”highlightedthekey

trendsandstrategiesdefiningtheSDV

revolution.Buildingonthatstudy,DeloitteGlobalconductedinterviewswithmore

than160executivesfromoriginalequip-mentmanufacturers(OEMs)inGermany,France,Italy,UnitedKingdom,Spain,theUnitedStates,Japan,andSouthKorea

fromMarchtoApril2024.ThenewsurveyprovidesvaluableinsightsontherapidlyevolvingnatureofSDVsandthetransfor-mationalimpactthistrendishavingon

automotivemanufacturingorganizationsaroundtheworld.

Software-definedvehicles|Globalmanufacturerreadinessstudy

05

Keyfindings

StrategicshifttowardSDVs

OEMsareincreasinglyinvestinginthedevelopmentofSDVs,withsubstantialresourcesallocatedtoresearchanddevelopment(R&D).InvestmentsinSDVsreacheduptoUS$3billionpercompanyinthelastfiscalyear,

reflectingtheindustry'scommitmenttostayingcom-petitiveinthedigitalera.OEMsarealsoprioritizing

investmentsinartificialintelligence(AI),machinelearn-ing,andconnectivity.Thesetechnologiesareimportantforenhancingvehicleintelligence,personalization,andautonomousdrivingcapabilities.

Partnershipsandcollaboration

Strategicpartnershipsarebecomingincreasingly

importantforaddressingcomplexchallengesanddriv-inginnovation.OEMsarefocusingonpartnershipsinareassuchascybersecurity,autonomousdriving,andadvancedoperatingsystems(OS)toleverageexternalknowledgeandgainacompetitiveedgewhilereducingoverallR&Dexpenditures.

Centralizeddecision-making

Amajority(69%)ofOEMsareadoptingacentralized

decision-makingapproachforSDVstrategies,driven

bytheneedforconsistency,costefficiency,andfasterresponsetimestosupportrobustdevelopment.OEMsshouldbalancethisstrategywiththeneedtoempowerregionalofficesandsub-brandswiththeflexibilityto

adapttolocalmarketconditions.

Disparityinself-perceptionbetweentechnicalandbusinessdepartments

AnotabledisparityexistsbetweenanOEM’stechnicalandbusinessdepartmentswhenitcomestotheir

perceptionsofSDVreadiness.Nearly90%oftechni-

caldepartmentexecutivesbelievetheircompanyisa

leaderinSDVdevelopmentandimplementation.Incon-trast,45%ofbusinessdepartmentexecutiveshavethesameopinion.Thismisalignmentsuggeststhatsome

OEMsmayfacechallengesincreatingacohesivestrat-egy,potentiallyhinderingtheeffectiveimplementationofSDVs.Toaddressthedisconnect,OEMsshouldfostergreatercollaborationandcommunicationbetween

technicalandbusinessdepartments.Aligningresourcesonkeyprioritieswillbeimportantfordevelopinga

cohesiveSDVstrategy.

UnderstandingtheSDVmarket

ThedevelopmentofSDVsrepresentsa

transformativephaseintheglobalauto-

motiveindustry.Accordingtoarecentfore-cast,SDVswillrepresentthevastmajorityofvehiclessoldbytheendofthedecade.1ThisalignswiththeresultsoftheDeloitteGlobalSDVreadinesssurvey2thatsuggests81%ofthevehiclesinanOEM’sfleetwillbedefinedbysoftwareby2030.Asaresult,

morethan9in10respondentsinthesur-veyconfirmedtheyareactivelyinvestingintheadoptionofSDVs,demonstratingafirmcommitmenttothiswaveofdigitaltrans-formation.

PerceptionsofSDVreadiness

OneofthemoststrikingdiscrepanciestoemergefromtheDeloitteGlobalsurvey

pointstoadisconnectinthewaytechni-calandbusinessdepartmentsviewtheircompany’scompetitivepositioningwhenitcomestoSDVs.Nearly9in10OEMexecu-tivesinatechnicalrolefelttheircompanywasalreadyaleaderinSDVdevelopmentandimplementation.Incontrast,lessthanhalfofsurveyrespondentsinabusinessrolesaidthesame.TechnicaldepartmentslikeR&Darelaser-focusedonthedevel-

opmentandimplementationoftheirSDVssolutions.Ontheotherhand,business

departmentslikestrategyorproduct

managementfocusontheplanningand

financialaspectsofSDVimplementation,potentiallyaffordingthemabroaderper-spectiveonthecurrentstateofthecom-petitivelandscape.Cross-functionalcol-

laborationcouldbeasolutiontofacilitatetheexchangeofknowledgeandinsights,helpingtoenableafastertransitiontonewmethodologiesandtools,therebyenhanc-ingthecompany’scompetitiveadvantage.

ThishighlightsthestrategicimperativeforOEMstoefficientlyaligntheirorganiza-

tionalstructures.Inaddition,currenttradi-tionalvehicleengineeringproceduresmaynotadequatelyfacilitatetheincorporationofdigitalproductsandsolutions,requiringtheimplementationofnewcorearchitec-tures,agiletransformation,strategicrela-tionships,andprocessrestructuring.

Fig.1–Disparityinself-perceptionofleadershipinSDVdevelopment

LeaderinSDVdevelopmentandimplementation

ActivelyinvestinginandpursuinganSDVadoption

DevelopingabasicSDVstrategy

89%

45%

11%

48%

0%

7%

0%20%40%60%80%100%

TechnicalDepartmentBusinessDepartment

Source:Deloitte2024GlobalSDVReadinessSurvey.

1MikeRamsey,etal.,Predicts2023:AutomotiveandSmartMobility,Gartner,December19,2022.

062Deloitte2024GlobalSDVReadinessSurvey.

Software-definedvehicles|Globalmanufacturerreadinessstudy

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SDVdecision-makingprocesses

DeloitteGlobalsurveyresultsindicatethatSDVstrategyispredominantlydecided

centrally,asopposedtohybridstructureswheresub-brandshavevaryinglevelsof

influence.ThiscentralizedapproachallowsOEMstomaintainaunifiedvisionand

cohesivestrategy,whichiscriticalformajorchangeslikeadoptingSDVs.Thefollowingchartillustratesthedistributionofcentral-izedversusdecentralizeddecision-makingapproaches.

Ontheotherhand,decentralizedstrategieshelpempowerregionsandsub-brandstomakedecisionsthataremoreresponsivetolocalconditionsandspecificchallenges.Thisflexibilitycanbeparticularlybeneficialinthefast-pacedworldofsoftwaredevel-opment,whererapiditerationandadap-

tationarekeytostayingcompetitive.By

leveragingbothstrategies,OEMscanbal-ancetheneedforoverarchingcoordinationwiththeagilitytoinnovateandadaptatagranularlevel,thuspositioningthemselvesforsuccessintheevolvingautomotive

landscape.

Importanceofcloud-basedplatforms

Theintegrationofcloud-basedoperatingplatformshasbecomeimportantforthe

successofSDVs.DeloitteGlobalsurvey

findingsunderscoretheimportanceplacedontheseplatformsbybothOEMtechnicalandbusinessdepartments,highlightingthesignificantprogressmadeinthisarea.

Notably,two-thirdsofrespondentsfrom

thetechnicaldepartmentand57%from

thebusinessdepartmentrecognizethe

needforcloud-basedplatformstounder-pintheirSDVefforts.Thesurveyalso

assessedtheprogresscompanieshave

madeinimplementingcloud-basedoperat-ingplatformsforSDVs,revealingsignificantadvancements.Overall,morethanhalf

(56%)ofrespondentsreportedthattheir

Fig.2–Centralvs.decentralizeddecision-making

100%

75%

80%

67%

60%

40%

22%

19%

20%

15%

3%

0%

SDVstrategyisdecidedcentrally

TechnicalDepartment

PartsoftheSDVstrategyaredecided bythesub-brand

BusinessDepartment

CompleteSDV

strategyisdecidedbyeachsub-brand

Source:Deloitte2024GlobalSDVReadinessSurvey.

companieshavefullyintegratedcloud-

basedplatforms.Meanwhile,36%indicatedtheircompaniesarecurrentlyinthedevel-opmentstage,leavingonly7%ofOEMs

planningtostartthedevelopmentsoon.

Fortheirpart,53%ofthebusinessdepart-mentrespondentsreportedhavingfully

integratedcloud-basedplatforms,while

70%oftechnicaldepartmentrespondentssaidtheyalreadyhavefullyintegrated

cloud-basedplatforms.Thehigherpercent-agereportedbythetechnicaldepartmentcanbeattributedtotheirdirectinvolve-

mentwiththebenefitsandchallengesof

cloud-basedplatformintegration.Technicalteamsoftenleadsoftwareimplementationandintegrationinitiatives,givingthema

moreintimateunderstandingofthepro-cessrequirements.

08

Adoptionpathways

Tocreatethecapabilityrequiredtotransi-tiontowardSDVs,asignificantnumberofOEMsareactivelyworkingonavarietyofstrategiesincludingbusiness,financial,andoperatemodelsinadditiontoecosystems.Halfofsurveyrespondentsstatedtheyarealreadyfullypreparedintheseareas.

BusinessModel

ArobustbusinessmodelcanhelpOEMstocreateandestablishasturdyframeworkforoperationswhileoutliningtheirvaluepropositiontosuccessfullydelivernewsolutionstocustomersandcapturethevaluesuccessfully.ItallowsbusinessestostreamlinetheiroperationsandgainacompetitiveadvantagewhilepromotinginnovationintherapidlyevolvingfieldofSDVs.

FinancialModel

EffectivefinancialmodelsforSDVsprovideinsightsintothefundingandrevenueaspectsofthebusinesstocapturethequantitativefinancialperformance.ThishelpstoinitiallydeterminetheeconomicviabilityofSDVs,guidepricingstrategies,andprovideaclearperspectiveonreturnoninvestment.Thisaidsin

attractinginvestmentandestablishingsustainablegrowthtrajectories.

OperateModel

TheoperatemodeloutlineshowtheSDVfunctionsandinteractswithbothitsimmediateandextendedenvironment.Itshapestheorganization'sapproachtoadvancingitsSDVtechnologywhilemaintainingefficiency,effectiveness,andcontinualgrowth.ItguideschoicessurroundingSDVdesign,manufacture,deploymentofupdates,maintenance,andoveralluserexperience.

Ecosystem/Partner

Thenewdigitaltransformationinthevehicleindustryiscomplexandinterconnected.Anintegrated

ecosystemensuresseamlessinteractionbetweenvariouselementslikevehicletechnologies,infrastructure,regulations,andhelpstosharedevelopmentcosts.Partnershipsandcollaborationsaccelerate

technologicaladvancementsandmarketpenetration.

Software-definedvehicles|Globalmanufacturerreadinessstudy

Fig.3-OEMpreparednessregardingSDVtransformationinselectstrategicareas

…BusinessModel…OperateModel…FinancialModel…Ecosystem/Partners

18%

50%

32%

15%

46%

39%

16%

50%

34%

11%

51%

38%

FullypreparedWeareworkingonitbutneedmoreimprovementNotactivelyworkingonit(yet)

Source:Deloitte2024GlobalSDVReadinessSurvey.

Itisalsoimportanttohighlightthatmon-etizingSDVsandtheirdataisnotjust

afuturepossibility,butapresent-day

reality.Resultsfromtheexecutivesurveyconductedforthisstudyrevealthat73%ofOEMsanticipateachievingareturnoninvestment(ROI)withinfiveyears.Astrongfocusonstructuralpreparednesswithintheseorganizationscanlayasolidfoun-

dation,fosteringcapabilityandlong-termgrowth.

Deloitte'sindependentmarketanalysis

supportsthisROIprojection,estimatingtheincrementalvalueofSDVswillreachbetweenUS$400–US$600billionby2030.ThismarketsizerepresentstheimpactofSDVsacrosstheentireautomotivevaluechain,integratingadvancedtechnologies,dataservices,andpartnershipsbetweensuppliers,technologycompanies,and

otherstakeholdersintheSDVecosystem.Inaddition,themarketforOTAupdates

promisessignificantgrowthwithprojec-

tionsrisingfromaroundUS$3.3billionin2022toUS$14.0billionby2030.3Harness-ingthepowerofbigdataandextracting

significantefficiencygainsplayanimpor-

tantroleinthisgrowthtrajectory.Leverag-ingsoftwaretostreamlineoperationsandreducecostscanhelpsignificantlyenhancecorporateprofitabilityandshareholder

value,whilealsoenablingreinvestmentininnovationandgrowth.

3

GlobalautomotiveOTAupdatesmarketoutlookbytype,propulsion,vehicletype,application—industryrevenueestimation

anddemandforecastto2030

,ResearchandMarkets,February2023.09

10

Buildingthetechnical

foundation

TheevolutionofSDVsnecessitatesapar-adigmshiftinhowOEMsapproachvehicledesignanddevelopment,transforming

traditionalvehiclesintodynamicplatformsdrivenbysophisticatedsoftwareandcon-nectivity.

Innovationbroughtbycloud-nativetechnologies

Cloudorsoftwarenativeprinciplesaretheenginepoweringthenextgenerationof

vehicles.Theseprinciplescenteraround

leveragingtheflexibility,scalability,and

resilienceofcloudcomputingenviron-

ments.Theseprinciplesareprovingcriticalasvehiclesbecomemoredependenton

softwareandconnectivityfeatures.Key

cloud-nativetechnologiesintheautomotiveindustryinclude:

•Applicationprogramminginterfaces

(APIs):Enablescommunicationbetweenvehiclesystemsandexternalservices,

extendingvehiclefunctionality.

•Containerization:Offersagilityand

portabilityindeployingapplications,

facilitatingefficientmanagementacrossdifferentvehiclesystems.

•Continuousintegration/continuousdeployment(CI/CD):Automatesthe

softwarereleaseprocess,allowingfor

frequentupdatesandimprovementswithminimaldowntime.

•DevOpspractices:Improvescollabo-rationbetweendevelopmentandoper-ations,speedingupthereleaseofnewfeaturesandensuringsystemreliability.

•Microservices:Enhancesmodularity

andallowsindependentupdatingofvehi-clefunctionssuchasinfotainmentand

telematics.

DeloitteGlobalsurveyresultshighlight

widespreadadoptionofcloud-nativeprinci-ples,with47%ofrespondentsstatingtheyextensivelyuseallcloud-nativeprinciples

whileafurther30%ofrespondentsreportusingthemtoamoderateextent.Thiswide-spreadadoptiondemonstratestheindus-try'srecognitionofthebenefitsofcloud-

nativearchitectures,includingscalability,

flexibility,andfasterdevelopmentcycles.Asorganizationsgaugetheircapabilities,asignificantmajority(72%)oftechnicalsur-veyrespondentsfeelcompletelycapableofhandlingthedemandsofSDVtechnology.Thishighdegreeofconfidencemaybedue,

“Incontrasttothezero-faultmentalityin

traditionalproductdesign,softwareisn’t

freeofbugsandmaynoteverbefullyready.OEMsshouldreducecomplexityandestablishanSDVonboardarchitecturewithanSDV

operatebackendforinstantbugfixesand

securitypatches.ThemostsuccessfulOEMswillleveragethisplatformtocreateadditionalvalue,offeringnewfeaturesandthird-partyservicesthroughoutthevehiclelifecycle.”

ElmarPritsch,Partner,DeloitteConsultingGmbH

Software-definedvehicles|Globalmanufacturerreadinessstudy

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inpart,torecentadvancementsintechnol-ogy,investmentsinR&D,andtheintegra-tionofnewsystemsthatenhancevehicleperformanceandconnectivity.Incontrast,businessdepartmentsurveyrespondentsfeellessconfident,withonly44%feeling

completelycapable.Thelowerdegreeof

confidenceamongbusinessdepartmentexecutivessuggestspotentialchallengesinmarketadaptationandstrategicalignment.

Thisdisparitysuggeststhatwhiletechni-

calteamshaveembracedasoftware-firstmindset,businessteamsmaystruggleto

fullygraspthepotentialbenefitsandtrans-latetechnologicalopportunitiesintocus-

tomervalue.Engineers,whoworkdailywithcloud-nativetechnologiesandadvanced

tools,canbenefitfromcontinuoustrainingandcollaborationwithinspecializedteams,whichhelpstoboosttheirconfidencein

thecompany’sSDVreadiness.However,

businessdepartmentsmaynotyetseethefinancialreturnsonthesignificantinvest-mentsmadeinsoftwaredevelopment,

insteadfocusingonthechallenges—such

astechnicalconcernsandshiftingtime-

lines—thatcomewithSDVimplementation.Asaresult,thereisadisconnectbetweenthetechnologicaladvancementsandtheirintegrationintothebroaderbusinessmod-els.Bridgingthisgapiscrucialtofullylever-agethepotentialofSDVsandhelpensurelong-termsuccess.

Ontheotherhand,thelowerlevelofcon-

fidenceamongbusinessrepresentatives

couldbeduetovariousstrategicand

market-specificfactors.Companiesarefacedwiththechallengeofnotonlyunderstand-ingthesetechnologicaladvances,butalso

integratingthemintotheirbusinessmodels.Aspectssuchasadaptingtomarketneeds,thescalabilityoftechnologies,compliancewithregulatoryrequirementsandstrategicalignmentwithlong-termgoalsplayasignif-icantroleintheequation.Thefast-movingnatureofthemarket,coupledwithunpre-dictablechangesincustomerdemandandcompetitivepressures,couldleadtouncer-taintyastowhetherthenewtechnologiescandelivertheexpectedbusinessvalue.

Thegapbetweenthesetwoperspectives

canleadtosignificantchallengesifnocom-monbasisforexchangeandunderstandingiscreated.Closecollaborationmayonlybeeffectiveifbothsidesestablishashared

understanding—techniciansshouldunder-standthebusinessgoals,andbusiness

representativesneedtograspthetechno-logicalpotentialandimplementationpro-cesses.Throughcontinuouscommunica-

tionandmutuallearning,bothsidesensurethattechnologicaladvancesarenotonly

innovative,butalsoeconomicallyviable.Thesuccessfulintegrationofcloud-nativeprin-ciplesandSDVtechnologiesintothebusi-nessmodelthereforerequireharmoniousinteractionbetweentechnologyandbusi-ness,characterizedbysharedobjectives

andamutualunderstanding.Inthisway,

thefullpotentialofthetechnologiescanbe

takenadvantageofwhilesimultaneouslystrengtheningthestrategicdirectionofthecompany.

Fig.4-HowcapabledoyoubelieveyourcurrentcarplatformisinsupportingthedemandsofSDVtechnology?

Completelycapable

Capable

Somewhatcapable

Slightlycapable

72%

44%

19%

47%

6%

6%

3%

3%

0%20%40%60%80%100%

TechnicalDepartmentBusinessDepartment

Source:Deloitte2024GlobalSDVReadinessSurvey.

12

E/Earchitecturefortomorrow

Theelectrical/electronic(E/E)architecture

withinvehiclesisundergoingarenaissance.

Thisintricatewebofcomputingplatforms,electronicsystems,andnetworksformsthecentralnervoussystemofmodernvehicles,dictatingtheirfunctionality,safety,and

overalluserexperience.Aswelookatthecurrentlandscapeandtheroadahead,itisclearthatE/Earchitectureisnotjustadapt-ingbutleadingtheautomotiveindustry'stransformation.

Fig.5-PredominantE/Earchitecturein2030

Future-proofedHybridDistributed

15%

Zonal

E/EArchitecture

Organizesvehicle

electronicsintozones

managedbyzonal

controllers,simplifying

wiringandenhancing

scalabilityand

flexibility.

12%

Domain-OrientedE/EArchitecture

GroupsECUsby

functionaldomains

(e.g.,powertrain,

infotainment),each

managedbyadomain

controller,improving

integrationand

reducingcomplexity.

24%

Hybrid

E/EArchitecture

Combinescentralized

anddecentralized

systems,offering

scalabilityand

flexibilityofdistributed

systemswiththe

efficiencyof

centralizedones.

11%

Distributed

E/EArchitecture

MultipleECUsspreadthroughoutthe

vehicle,each responsibleforspecificfunctions, offeringhighredundancyand localizedcontrol.

↓

38%

Centralized

E/EArchitecture

HighPerformance

Computing(HPC)

buildsthecentral

componentfacilitating

efficientSWupdates

forregularfeature

improvementsinthe

aftermarket.

Source:Deloitte2024GlobalSDVReadinessSurvey.

Software-definedvehicles|Globalmanufacturerreadinessstudy

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By2030,future-proofedE/Earchitectures—suchascentralized,zonal,anddomain-

orientedE/Earchitectures—areexpectedtotakecenterstage.Thesearchitectures

areconsideredfuture-proofedbecause

theyconsolidatecomputingprocessesandfunctionalitiesintoasingleorminimalnum-berofpowerfuldomaincontrollers.This

consolidationenhancesefficiency,reducescomplexity,andimprovesoverallsystem

integrationandsecurity.Inaddition,they

offerbetterscalabilitytoaccommodatetheincreasingdemandsfordataprocessing

andconnectivityinmodernvehicles.Theirdesignhelpsfacilitateeasierupdatesandmaintenance,makingthemmoreadaptabletofuturetechnologicaladvancementsandregulatoryrequirements.

Thisapproachoffersseveralkeyadvan-tages:

•Simplifiedcontrolunitlandscape:

Reducesthenumberofelectroniccontrolunits(ECUs),simplifyingvehicleelectron-icsandmakingsoftwareupdatesmore

manageable.

•Fasterdevelopmentcycle:Speedsupdevelopmentandinnovation,reducingrelianceanddependencyonindividualsuppliers.

•Increasedvehiclereliability:Enhancesdiagnosticsandmaintenancecapabili-

tiestoreducedowntime,extendingthelifespanofvehiclecomponentsthroughoptimizedenergymanagement.

•Enhancedvehiclefeatures:Offers

accesstoadvanceddriverassistance

systems(ADAS)andautonomousdrivingfunctions,withbetterconnectivityandintegrationofdigitalservices.

ThehybridE/Earchitecture(24%)com-

binesthestrengthsofbothcentralizedanddecentralized(ordistributed)E/Earchitec-tures.Itaimstoleveragethescalabilityandflexibilityofdistributedsystemswhileben-efitingfromtheefficiencyandintegrationofcentralizedsystems,providingabalancedapproachtomanagingthediverseand

evolvingdemandsofmodernvehicles.How-ever,thisapproachisnotfuture-proofed,

astheincreasingcomplexityanddemandsfordataprocessingandsecurityinmodernvehiclesmayeventuallyrequireamore

comprehensiveandoptimizedsolution.

TraditionalOEMsmayleantowardagradualapproach,integratinghybridE/Earchi-

tecturesovertimetoensurestabilityand

managetherisksassociatedwithoverhaul-inglegacysystems.Thisapproachallows

themtocapitalizeonthebenefitsofboth

centralizedanddecentralizedsystems

whilecontinuingtodevelopmoreadvancedtechnologies.Incontrast,emergingplayersarenotweigheddownbyolderinfrastruc-tureandcanimplementfullyintegrated

architecturesfromthestart,enablingfasterproductlaunches.Whilethisapproach

carrieshigherrisks,itallowsthemtotake

advantageofcutting-edgetechnologiesandachievegreaterefficiency.

14

Frameworksandoperatingsystems

Theadoptionofvariousframeworksand

operatingsystems(OS)inSDVsisdrivenbytheneedforrobustandreliableplatformsthatcansupportawiderangeoffunction-alities.DeloitteGlobalsurveyresultssug-

gestthemostusedframeworks/OSinSDVimplementationincludeautomotivegradeLinux(AGL),connectedvehiclesystemsalli-ance(COVESA)/GENIVIalliance,andAndroidAutomotiveOS(seeFigure6).

Fig.6-Frameworks/globaloperatingsystemsforSDVimplementation*

AutomotiveGradeLinux(AGL)

ConnectedVehicleSystemsAlliance(COVESA)/GENIVIAlliance

AndroidAutomotiveOS

CombinationofIn-HouseDeveloped&Third-partysoftware

AUTOSARAdaptivePlatform

MicrosoftConnectedVehiclePlatform

In-HouseDevelopedSystem

BlackBerryQNX

41%

40%

39%

34%

34%

33%

31%

23%

0%10%20%30%40%50%

*multipleanswerspossible

Source:Deloitte2024GlobalSDVReadinessSurvey.

Software-definedvehicles|Globalmanufacturerreadinessstudy

15

Theseframeworks/OSprovidethefounda-tionfordevelopinganddeployingvariousapplicationsandserviceswithinthevehicle.OEMsemploymultipleframeworksinSDVimplementationtoleveragethespecial-

izedstrengthsofeachplatform,ensuringoptimalfunctionalityfordifferentvehicle

systems.Thisapproachenhancesflexibilityandcustomization,allowingmanufacturerstodifferentiatetheirproductsandmeet

diversemarketdemands.Usingmultiple

frameworkscanalsoincreasereliability

throughredundancyandbetterintegrationwithvariousthird-partyservices.However,employingadiversityofsystemscanleadtoincreasedcomplexityandhighermainte-nancecosts.

ConsolidatingOSwithinanOEM'sSDV

implementationischallenging,particularlygiventheneedtobalancequalitymanage-ment(QM)andsafety-criticalcomponents.Thechallengeiscompoundedbythefact

thatonlyafewautomotivereal-timeoper-atingsystems(RTOS)arecertifiedasASILBorhigherwhicharenecessaryforsafety-criticalapplications.Thislimitstheoptionsavailableforconsolidationandincreases

thecomplexityofmaintainingastreamlinedsystem.

Simplifyingthenumberofframeworks/

OScanhelpfocusresourcesonfunc-

tionaldevelopmentandredu