{"id":1263,"date":"2024-07-18T11:00:23","date_gmt":"2024-07-18T08:00:23","guid":{"rendered":"https:\/\/www.axapia.com\/?p=1263"},"modified":"2026-02-03T07:53:50","modified_gmt":"2026-02-03T04:53:50","slug":"otomotiv-tedarikcileri-sektorun-mukemmel-firtinasinda-nasil-yol-alabilir","status":"publish","type":"post","link":"https:\/\/www.axapia.com\/global-en\/otomotiv-tedarikcileri-sektorun-mukemmel-firtinasinda-nasil-yol-alabilir\/","title":{"rendered":"How Automotive Suppliers Can Navigate the Industry's Perfect Storm"},"content":{"rendered":"

Faced with challenges such as recession, rising interest rates and rising inflation, automotive suppliers have to make their cost structures more flexible. In times of high and persistent uncertainty, increasing flexibility is a key success factor. It is also necessary to cope with seismic and permanent changes in the automotive industry.<\/p>\n\n\n\n

An Integrated Response for Survival<\/h2>\n\n\n\n

Automotive suppliers need an integrated approach that combines cost reduction, commercial excellence and the right portfolio strategy. The industry's suppliers' profit margins are under immense pressure due to stop-start production lasting more than two years and little pricing flexibility from original equipment manufacturers (OEMs). Persistent supply chain issues, record high material and energy costs, rising inflation and geopolitical tensions make it difficult for the industry to cope with volatility. Many companies, especially mid-sized suppliers, are in a weakened position in these conditions.<\/p>\n\n\n\n

Financial Pressures and High Borrowing Costs<\/h2>\n\n\n\n

Higher interest rates and banks' reluctance to lend to the sector will result in automotive suppliers facing higher borrowing costs. At the same time, sales volumes remain volatile, which could lead to declines in various geographies.<\/p>\n\n\n\n

The Need to Invest for the Future<\/h2>\n\n\n\n

Otomotiv end\u00fcstrisi, elektrikli, otonom, ba\u011flant\u0131l\u0131 ve payla\u015f\u0131ml\u0131 ara\u00e7lar gibi yeni teknolojilere yat\u0131r\u0131m yapma bask\u0131s\u0131 alt\u0131ndad\u0131r. \u00d6rne\u011fin, elektrikli ara\u00e7lara (EV) ge\u00e7i\u015f beklenenden daha h\u0131zl\u0131 ger\u00e7ekle\u015fmektedir ve bir\u00e7ok OEM iddial\u0131 hedefler a\u00e7\u0131klam\u0131\u015ft\u0131r. Volkswagen, 2030 y\u0131l\u0131na kadar Avrupa\u2019daki sat\u0131\u015flar\u0131n\u0131n en az %70\u2019ini tamamen elektrikli ara\u00e7lardan elde etmeyi hedeflerken, GM ise 2035 y\u0131l\u0131na kadar yaln\u0131zca s\u0131f\u0131r emisyonlu hafif ara\u00e7lar satma s\u00f6z\u00fc vermi\u015ftir.<\/p>\n\n\n\n

Being Prepared for Storm Damage<\/h2>\n\n\n\n

To assess the impact of the current economic challenges on the supplier industry, we considered a scenario in which global production volumes remain stable, supplier costs increase by 7% and financing costs increase by 20%. In this scenario, we found that around a quarter of leading automotive suppliers were not prepared for these conditions.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Setting the Right Course<\/h2>\n\n\n\n

his data shows that automotive suppliers need to take urgent measures to stay in business by maintaining their cash position, managing their debt and investing in the technologies needed for the future. This way, they will be prepared for long-term profitable growth in the new reality.<\/p>\n\n\n\n

<\/h3>\n\n\n\n

1. Fundamentally Reset Costs Now to Guarantee Future Viability<\/h4>\n\n\n\n

The most important change suppliers can make is to focus on cost management and operational excellence to ensure the structural sustainability of their businesses. Suppliers may have worked hard in recent years to streamline their operations, but current challenges are pushing them to go further.<\/p>\n\n\n\n

En etkili programlar, sat\u0131n alma, i\u015f\u00e7ilik maliyetleri, finansman maliyetleri, tedarik\u00e7i se\u00e7imi ve y\u00f6netimi, \u00fcr\u00fcn karma\u015f\u0131kl\u0131\u011f\u0131, tasar\u0131m-maliyet kararlar\u0131 ve tedarik zinciri operasyonlar\u0131n\u0131 ele al\u0131r. Ayr\u0131ca, sat\u0131\u015f, genel ve idari (SG&A) maliyetlerini azalt\u0131r ve \u00fcretim ayak izini a\u015f\u0131r\u0131 kapasiteyi ortadan kald\u0131racak \u015fekilde yeniden tasarlar, bu da sabit maliyet taban\u0131n\u0131 azalt\u0131r ve hacim belirsizli\u011fi kar\u015f\u0131s\u0131nda esnekli\u011fi art\u0131r\u0131r.<\/p>\n\n\n\n

Successful suppliers seek to further optimize their supply base and consolidate volumes across a range of strategic partners, thereby further increasing productivity and leveraging the benefits of scale.They more rigorously analyze, monitor and control material costs using cost regression analytics or cost engineering practices, for example, design-cost and design-value studies based on product teardowns and benchmarking.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

In our experience, the margin improvements that can be expected from each measure vary significantly.However, change can happen quickly. In a recent cost transformation project with an automotive supplier, the transformation contributed $200 million in savings in the first year and delivered an annual run rate improvement of $400 million. The largest initial improvements were in purchasing and pricing, and in subsequent years, consolidating the manufacturing footprint was the key action that reduced the fixed cost base.<\/p>\n\n\n\n

Suppliers that proactively restructure their businesses and take comprehensive actions to reset costs during periods of disruption have a unique opportunity to improve their performance and distance themselves from competitors. Our research into the performance of suppliers during the 2008-09 financial crisis shows that companies realized significant gains and losses during and after the recession.Those that demonstrated high agility in cost restructuring far outperformed their competitors when the economy recovered.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

2. Sharing the Cost Burden<\/h4>\n\n\n\n

2019\u2019a kadar tedarik\u00e7ilerin EBIT marjlar\u0131 OEM\u2019lerinkinden ortalama 1 ila 2 puan daha y\u00fcksekti. Ancak 2021\u2019de \u00e7ip k\u0131tl\u0131\u011f\u0131, y\u00fcksek hammadde ve enerji fiyatlar\u0131 ve enflasyon nedeniyle artan bor\u00e7lanma maliyetleri ve \u00fccret faturalar\u0131 ile b\u00fcy\u00fck tedarik zinciri kesintileri ya\u015fand\u0131. OEM\u2019ler \u00fcretimi en y\u00fcksek marjl\u0131 modellere odaklayarak ve fiyatlar\u0131 art\u0131rarak tedarik k\u0131tl\u0131\u011f\u0131n\u0131 a\u015fabildiler, ancak tedarik\u00e7ilerin b\u00f6yle stratejik se\u00e7enekleri yoktu.<\/p>\n\n\n\n

2022\u2019de malzeme, enerji ve i\u015f\u00e7ilik maliyetlerindeki art\u0131\u015flar tedarik\u00e7ileri b\u00fcy\u00fck bask\u0131 alt\u0131nda b\u0131rakt\u0131. Bug\u00fcne kadar girdi maliyet art\u0131\u015flar\u0131n\u0131 OEM\u2019lere tam olarak yans\u0131tamad\u0131lar. Maliyet ge\u00e7i\u015fine ili\u015fkin m\u00fczakerelere haz\u0131rlanmak (ister fiyat art\u0131\u015f\u0131 ister ge\u00e7ici ek \u00fccretler olsun) tedarik\u00e7iler i\u00e7in i\u015flevler aras\u0131 bir uygulamad\u0131r. Malzeme, enerji ve i\u015f\u00e7ilik maliyet art\u0131\u015flar\u0131n\u0131n yak\u0131ndan belirlenmesi ve bunlar\u0131n a\u00e7\u0131klanmas\u0131nda \u015feffafl\u0131k gereklidir.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Disiplinli, ak\u0131ll\u0131 bir pazarl\u0131k yakla\u015f\u0131m\u0131, m\u00fckemmel f\u0131rt\u0131naya b\u00fct\u00fcnle\u015fik bir yan\u0131t\u0131n ikinci \u00f6nemli par\u00e7as\u0131d\u0131r. Tedarik\u00e7iler, mali konumlar\u0131 i\u00e7in de\u011ferli bir rahatlama sa\u011flayabilir ve iyile\u015ftirmeler elde edebilir. Ara\u015ft\u0131rmam\u0131z, tedarik\u00e7ilerin be\u015fte birinin ek maliyetlerinin yakla\u015f\u0131k %70\u2019ini enflasyondan kurtarabildi\u011fini, \u00e7o\u011funlu\u011fun ise %40-%50 gibi daha d\u00fc\u015f\u00fck maliyet ge\u00e7i\u015f seviyelerine ula\u015ft\u0131\u011f\u0131n\u0131 g\u00f6stermektedir. En ba\u015far\u0131l\u0131 \u015firketler, 2022\u2019de d\u00fc\u015f\u00fck \u00e7ift haneli fiyat art\u0131\u015flar\u0131 ger\u00e7ekle\u015ftirebilmi\u015flerdir.<\/p>\n\n\n\n

3. Taking Cash Management and Balance Sheet Flexibility to the Next Level<\/h4>\n\n\n\n

Son iki y\u0131l\u0131n y\u00fcksek oynakl\u0131\u011f\u0131 boyunca arz ve talebi y\u00f6netmek zorlay\u0131c\u0131 oldu ve bu da nakit y\u00f6netimini en \u00f6nemli \u00f6ncelik haline getirdi. Covid-19\u2019un yaratt\u0131\u011f\u0131 aksakl\u0131k ve \u00e7ip k\u0131tl\u0131\u011f\u0131 krizinden sa\u011f \u00e7\u0131kmak i\u00e7in tedarik\u00e7iler, likiditeyi kontrol alt\u0131na almak ve nakit tasarrufu sa\u011flamak i\u00e7in nakit sava\u015f odalar\u0131 kurarak ad\u0131mlar att\u0131lar. Otomobil tedarik\u00e7ileri aras\u0131ndaki y\u00fcksek vites oranlar\u0131 g\u00f6z \u00f6n\u00fcne al\u0131nd\u0131\u011f\u0131nda, faiz oran\u0131 art\u0131\u015flar\u0131n\u0131n ve temkinli bankalar\u0131n etkisi hafife al\u0131namaz.<\/p>\n\n\n\n

Suppliers are building sustainable cash management capabilities to ensure they have the necessary room for maneuver to weather the ongoing period of volatility. Profit and loss scenario modeling and improved liquidity forecasting are key parts of this shift. We worked with one of the top 10 automotive suppliers for a liquidity review due to disruptions during the pandemic, and the company was able to reduce its net working capital by 30%, or \u20ac4 billion, through better stock management and inventory reduction across its facilities.<\/p>\n\n\n\n

4. Preparing Businesses for the Future with a Focus on Electricity and Software<\/h4>\n\n\n\n

The three answers above are linked by a fourth: the right strategic foundation. As companies move quickly to fundamentally reset costs, improve pricing and aggressively manage money, they must do so with clear goals for the future in mind. What will the future portfolio of businesses, products, regions and customers look like after the transformation? This will also clarify which parts of the business have no profitable future and should be divested.<\/p>\n\n\n\n

EV\u2019lere uzun vadeli ge\u00e7i\u015f, otonom s\u00fcr\u00fc\u015f i\u00e7in yaz\u0131l\u0131m\u0131n artan \u00f6nemi, mobilite hizmetlerindeki yeni kar havuzlar\u0131 ve yeni pazar kat\u0131l\u0131mc\u0131lar\u0131ndan gelen artan rekabet g\u00f6z \u00f6n\u00fcnde bulundurulmal\u0131d\u0131r. Bu d\u00f6n\u00fc\u015f\u00fcmsel e\u011filimlere yan\u0131t vermek, tedarik\u00e7ilerin birle\u015fme ve sat\u0131n alma yol haritas\u0131n\u0131, sermaye harcamas\u0131 \u00f6nceliklerini, m\u00fc\u015fteri hedeflerini ve yaz\u0131l\u0131m\u0131n ne \u00f6l\u00e7\u00fcde \u00fcretilece\u011fini veya sat\u0131n al\u0131naca\u011f\u0131n\u0131 belirleyecektir.<\/p>\n\n\n\n

<\/h4>\n\n\n\n

Radical Transformation Essential for Survival and Future Success<\/h4>\n\n\n\n

Automotive suppliers need to act now to transform their operations to survive the perfect storm reshaping the automotive industry. The scale of the challenge is huge: Companies must make tough choices to preserve their cash in the short term, while structurally preparing their businesses for sustainable, profitable growth.<\/p>\n\n\n\n

Evrensel bir \u00e7\u00f6z\u00fcm yok. Ancak i\u015flerin eskisi gibi devam etmesi m\u00fcmk\u00fcn olmad\u0131\u011f\u0131ndan, operasyonel ve ticari m\u00fckemmelli\u011fi takip etmek ve OEM\u2019lerle i\u015fbirli\u011fini art\u0131rmak, otomotiv tedarik\u00e7ilerinin hayatta kalmas\u0131n\u0131 sa\u011flamak ve portf\u00f6ylerini yeniden \u015fekillendirilmi\u015f otomotiv end\u00fcstrisinden tam olarak yararlanacak \u015fekilde konumland\u0131rmak i\u00e7in kritik \u00f6neme sahip olacakt\u0131r.<\/p>","protected":false},"excerpt":{"rendered":"

Otomotiv tedarik\u00e7ileri, durgunluk, artan faiz oranlar\u0131 ve y\u00fckselen enflasyon gibi zorluklarla kar\u015f\u0131 kar\u015f\u0131ya kald\u0131klar\u0131nda, maliyet yap\u0131lar\u0131n\u0131 daha esnek hale getirmek zorundad\u0131r. Y\u00fcksek ve s\u00fcrekli belirsizlik d\u00f6nemlerinde esnekli\u011fi art\u0131rmak, \u00f6nemli bir ba\u015far\u0131 fakt\u00f6r\u00fc olarak \u00f6ne \u00e7\u0131kar. Ayr\u0131ca, otomotiv sekt\u00f6r\u00fcnde ya\u015fanan sismik ve kal\u0131c\u0131 de\u011fi\u015fimlerle ba\u015fa \u00e7\u0131kmak da gereklidir. Hayatta Kalmak \u0130\u00e7in B\u00fct\u00fcnle\u015fik Bir Yan\u0131t Otomotiv tedarik\u00e7ileri, […]<\/p>\n","protected":false},"author":1,"featured_media":1290,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[5],"tags":[],"class_list":["post-1263","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-axapia-danismanlik"],"_links":{"self":[{"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/posts\/1263","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/comments?post=1263"}],"version-history":[{"count":6,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/posts\/1263\/revisions"}],"predecessor-version":[{"id":1275,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/posts\/1263\/revisions\/1275"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/media\/1290"}],"wp:attachment":[{"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/media?parent=1263"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/categories?post=1263"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.axapia.com\/global-en\/wp-json\/wp\/v2\/tags?post=1263"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}