In recent years, the development of China's auto market is obvious to all and the situation is gratifying. In 2009, sales of automobiles jumped to the top in the world, with annual sales exceeding 13 million, an increase of more than 40%. Compared with 2007, the 2008 Suspension was replaced. It has maintained a momentum of more than 20% growth since 2000. However, with the weakening of the financial crisis and the gradual “recovery†of raw material prices, the cost pressure on the auto parts industry will inevitably increase, which will be a major challenge for China’s auto parts industry. According to a survey conducted by PAC Group, a global consulting company, the purchases of three auto giants, including General Motors, Toyota Motor, and Ford Motor Co., in China, may be reduced by US$16 billion in 2010. The main reason for the multinational auto giants' purchase steering is that Chinese auto parts mainly win at low prices and do not possess core competitiveness. Once the price rises, it loses its appeal. In less than a year, due to factors such as the appreciation of the renminbi and rising prices of raw materials, part of China’s export costs for parts and components increased by 16%. The Gasgoo.com survey report further pointed out that due to the lack of suppliers of parts that are in compliance with standards and low prices in China, more than 80% of multinational auto giants have not achieved the goal of purchasing in China and reducing costs. How China's auto parts industry seeks development in a new round of cost crisis is an urgent issue for every auto parts company at the beginning of the new year.
Accelerate industrial restructuring
In the current economic situation, auto parts companies must rely on national policy support to achieve rapid development. They must speed up mergers and reorganizations through industrial revitalization plans and optimize resource allocation to form a competitive edge. Relevant statistics show that China’s auto parts enterprises are mainly private enterprises, which account for 45%, collective enterprises 20%, state-owned enterprises 25%, joint ventures 5%, and others 5%. The current degree of marketization of parts and components is relatively high, and private capital plays a very important role in it. Due to the low barriers to entry, large amounts of private capital have entered, and the number of companies is large, but the scale is not large, and it is difficult to have scale advantages and competitive advantages. According to industry insiders, if domestic parts and components companies want to have a place in the competition, the best way is to form large-scale enterprise groups through mergers and reorganizations.
Xu Changming, director of the information resource development department of the State Information Center, suggested that the merger and reorganization of parts and components companies is more urgent than the entire vehicle. Xu Changming believes that the current merger and reorganization focuses on vehicle companies. The reorganization of parts and components companies is actually more urgent and necessary than the entire vehicle. If there are no large parts and components companies, the costs will not come and the quality will not go. The development of the entire industry will be extremely difficult. According to experts, domestic parts and components companies are small in scale, weak in strength, and have a severe shortage of research and development capabilities. Under this background, if the parts and components industry wants to develop rapidly, it must speed up mergers and reorganizations to form a scale effect.
Qilu Securities Wang Aimin believes that foreign giants will erode China's auto parts market by virtue of technology, brand, and management, while parts and components companies will be subject to the dual pressures of rising raw material prices and price depression by the host companies. The world's auto parts products have undergone revolutionary changes in their production and supply methods. This has raised the demand for higher system integration technology capabilities for domestic parts and components companies. Faced with the competition of international giants, the pace of reorganization of parts and components industry will accelerate, and the new competitive landscape will bring more new opportunities to powerful local parts and components companies. In the process, many auto parts companies will also Was eliminated.
Accelerate product development
The rising cost of raw materials has a significantly lower impact on high-end branded cars than on low-end and mid-range vehicles. This is determined by the value-added factors that exist in the automotive industry. A car undergoes assembly, logistics, and sales. While the proportion of raw material costs for high-end brand cars is not high, the recent increase in raw materials is only equivalent to 0.5% to 1% of the price; and high-end brand cars can pass the scale. Effects and technological innovation to digest this part of the cost pressures. However, the low-end and mid-range cars are completely different. A car with a price of around 30,000 yuan may eat up 5% of its terminal price. The increase in corporate costs will inevitably lead to the transformation of the product structure and the production of high-end, high-profile vehicles to achieve profitability. For auto parts companies, how to speed up product development and research and development of high-tech parts and high value-added high-end parts have become the first question that auto parts companies must consider in the face of cost pressures. At the 63rd National Auto Parts Trade Fair held in Harbin, Dong Jianping, deputy secretary-general of the China Association of Automobile Manufacturers, used a metaphor for “copying homeworkâ€. He pointed out sharply that in the past, what we did was the one with the lowest added value and did not involve The part that earns more money in front of others can not be graduated by copying other people’s homework. Chinese auto parts production companies must carry out technological innovations. Only by developing high-value-added products can China's auto parts and components get rid of the “increasing marginalization in production, technology, and technology research and developmentâ€. The current cost pressures more urgently reveal the necessity and urgency of "made in China" to "created in China."
The R&D capability of a company is a concentrated manifestation of its competitiveness. However, Chinese auto companies, especially the auto parts and accessories industry, have long focused on the introduction of products, they have not paid enough attention to the digestion and absorption of core technologies, and they lack the practice of product R&D and have not yet formed the overall strength of product R&D. Lack of core technology. The technical level of China's auto parts industry in terms of development, design, basic theory, technical equipment and other aspects is about 20 years behind that of developed countries. "China's auto parts industry's low-end melee" and "high-end fallout" are true portrayal of its low-end industrial chain. The current cause of this status quo in China's auto parts industry lies in the lack of core technologies of local companies. Out of your own unique skills. Many enterprises have low scientific and technological inputs, weak technical development personnel, backward technology, obsolete production equipment, and poor timeliness. The improvement of quality lags behind the increase in volume. In the face of the economic crisis, market austerity and orders have decreased, but the global situation is such that auto parts companies may use more time and energy to strengthen corporate R&D and construction, strengthen technological innovation, continuously research new technologies and new products, increase product technology content, and strengthen the market. Competitiveness. Increase the intensity of knowledge production, use independent intellectual property rights to continuously increase the gold content of products, and produce high-tech products with high added value. The improvement of enterprises’ technological innovation capabilities will not only help enhance the competitiveness of enterprises and enhance the benefits, but also help narrow the gap between the industry and foreign advanced levels, optimize the industrial structure, and ensure the sustainable, rapid, and healthy development of the industry. It is necessary to train one, two strokes or more of the “trick†that no one else has, improve the competitiveness of the enterprise’s products and form an absolute advantage, and quickly gain a foothold in the market after the economic recovery.
Strengthening service work
With the increase in car sales, car service has become one of the most concerned issues of the entire society. The key to the development of the Chinese automotive industry in the future is to provide society with better services and meet the growing consumer demand of consumers. Xue Xu, from the School of Economics at Peking University, has consulted for several well-known companies. He believes that for large consumer durables such as automobiles, consumers' needs for their services accompany the entire use of the product and require regular maintenance and repair after purchase. Only by providing good services can we establish a long-term, stable and mutually beneficial relationship with our customers. Therefore, services are not just services but also marketing.
The connotation and denotation of the service have undergone constant changes, and now it has been accompanied by the whole process of the product life cycle. With the fierce competition in product prices and the rapidly shrinking profit margins, service becomes the new profit-added space for enterprises in the future. Domestic auto parts companies must not only keep their own markets, but also focus on sieges and seize more market opportunities. We cannot wait for multinational corporations to come to us to purchase. We may not be able to support large foreign OEMs, but we can be like a “snowball†and become a supplier to their Tier 1 suppliers as part suppliers to their repair market, and gradually roll the “snowball†. This requires us to further tap service potential, "going out" sales, and achieve breakthroughs in marketing. According to the experience of the development of foreign auto parts industry, after the customer's demand enters the diversification stage, the production company must change from "production-centered" to "service-centered" and have comprehensive capabilities (products + services). Industrial transfer. Actively understand the various requirements put forward by customers, and penetrate the service into every corner of customers and markets.
In addition, with the development of the automotive market, China's automobile industry is gradually realizing industrial integration and re-distribution, and the distribution of the value chain of the automobile industry will gradually shift to product quality and after-sales service. The prospects of China's auto aftermarket have attracted much attention both at home and abroad, which implies a huge space for development. Some experts pointed out that in accordance with the current proportion of 12% of China's auto service, if the proportion of services in the mature automobile market as a reference, combined with auto finance, leasing and other services is still very weak, etc., after-sales service in the existing automobile The market share of 12% still has room for growth of nearly 10%.
Strengthen enterprise cost management
The cost of raw materials has increased, and profits have thinned. Although most auto analysts say that the increase in costs will hardly affect auto companies, they have become the main force driving cost pressures for auto parts companies in the downstream of the industry and feel pressure. major. In order to further ease the cost pressures, the auto parts industry should further strengthen cost management and tap potential from the perspective of management improvement.
The cost is the "magic weapon" for the enterprise's market to win, and it is the "nice" for the enterprise to improve its efficiency. Among the auto parts companies, there are many “tiger tigers†that have pulled down corporate costs: First, there are many quality problems, and high complaints are a big tiger that “swallows†the profits of auto parts companies. In some auto parts enterprises, the overall qualification rate of products is only 80%, which is equivalent to more than two months of a year doing no use. No matter how you increase production, almost 20% of the production is equivalent to white dry goods. This 20% also consumes a lot of manpower and material costs. In the case of substantial increases in raw materials and other costs, quality problems will erode the profits of auto companies until the demise of enterprises. Second, weak technical foundation and weak independent innovation are the second biggest tigers in profits of auto parts companies. Due to the relatively long-term focus on the introduction of products, the lack of emphasis on the digestion and absorption of core technologies, the lack of product development practices, the overall strength of product development has not yet formed, and the lack of core technologies. China's auto products are few in variety, backward in technology, lacking high-value-added self-branded products, and 70% of spare parts enterprises lack international market competitiveness, and relying on labor cost or local advantages is not enough to make up for the gap with foreign competitors. The third is that the production organization is not balanced and the logistics is not smooth. A lot of work in progress is the third largest tiger in the company's profits. The lean production of domestic auto parts companies seems to have just begun. Many parts and components companies, especially smaller ones, are still in production planning, and cannot use the Kanban tools to transmit information in continuous operations. , quality, quantity, with minimum facilities, equipment, materials, and manpower to produce the products needed by users, resulting in unbalanced production organization, unsmooth logistics, and even a large amount of work in progress, occupying a large amount of funds of the enterprise. Corporate profits.
To strengthen enterprise cost management, we must start with improving internal quality management, technological innovation, lean production management, and other aspects, and benefit from management. Efforts should be made to do a good job in production management, promote lean production, production according to orders, reduce inventory, increase effective supply, and respond quickly; strengthen quality management, improve product quality, and strive to win by quality; strengthen management of scientific and technological innovation Enhance cost control, reduce consumption, reduce duplication, unnecessary expenses. In addition, we must strengthen human resources management, increase staff training, reserve human resources for the company's follow-up development; we must do a good job of safety and stability, and promote the harmonious development of enterprises. For instance, Hunan Jiangbin Piston Co., Ltd. has always paid attention to the cost management of enterprises and launched “cost storms†for several consecutive years. Through training, publicity and other educational means and index decomposition, it implements various means and forms such as departments, allowing employees to truly realize the cost work. The importance of the company's business is to make it clear that the ultimate goal of business operations is to reduce costs and maximize benefits, so that each employee can ideologically establish a sense of efficiency first, and reduce consumption, and form a “district management†within the company. "Manage everyone, everyone grasps, grasps everyone," the full cost management model, companies through the "cost storm" to save costs and improve efficiency. The company has achieved remarkable results in strengthening cost management. The unit cost of rough and finished products has dropped by 25.5% and 18% respectively compared with the same period of last year.
press fittings produces accorindg to park ,connex ,vigea and nibco,Approved watermark
Press Fittings，press fittings，vigea press fittings，Nibco press fittings
Taizhou Runde Company , https://www.nerausmotor.com