In 2006, it was the first year for the state to implement the “Eleventh Five-Year Planâ€. For auto and parts companies, it entered a new round of competition and development. The author believes that in the new round of competition and development, the pressure on the upper reaches and the price increase on the lower reaches, the severe challenge of multinational companies competing on the same platform, is a major problem that has to be solved in front of domestic auto parts enterprises and has to be solved. It is the "three big mountains" that must be surpassed by parts and components companies.
Establishing an "Integrated Development Cooperation System"
With the further intensification of competition in the automotive market, price reduction is the inevitable result of market competition, and in the next few years I am afraid it will also be an eternal theme. As a host plant or vehicle manufacturer, in order to ensure their own profit margins, they have to lower prices for downstream companies. I am afraid there are also difficulties. How can auto parts companies evade the risk of price cuts and reduce losses to the maximum? The author believes that auto parts companies should establish strategic partnerships with the host or vehicle manufacturer, implement the "integrated development" strategy of "going hand in hand, cooperate sincerely, seek common development, and achieve win-win results" with the host or OEM. Independent innovation and improve core competitiveness. For example, a certain piston manufacturing company has been insisting in recent years that the demand of the main engine plant is the focus of their attention; the main plant is provided with advanced product development support to ensure continuous upgrading of product quality and steady increase in production capacity; The user-expected thinking approach works with the OEM to solve the gap between reality and expectations, thereby providing market end users with quality products and services. As early as in 2000, the company established the concept of “product development first, supporting collaboration and follow-up†in the beginning of its cooperation with Yuchai in 2000. Product development always adheres to the independent innovation guiding ideology of “bold conception, rigorous argumentation, and no fear of failureâ€. In the past five years, the company has established a project team led by the general manager for Yuchai products, integrated the company's technology, sales, quality, and production of four major system resources, and established a “green channel†for Yuchai products in the entire process: In terms of product development and technical communication, the Chief Engineer took the lead, and the Technical Center was responsible for strengthening communication with relevant departments such as the Yuchai Technology Center, giving full play to the advantages of the company’s military technology and applying its unique insights and ideas to Yuchai’s product development and development. The improvement of old products not only guarantees the progress of development, but also guarantees the quality of development. In terms of sales, the Yuchai office was established to take full responsibility for and coordinate the entire process of Yuchai products, all-round formation and occurrence of various kinds of information, and timely transmitted back to the company to ensure the initiative, accuracy and follow-up of the work. Timeliness. In terms of production, the company has invested more than 20 million yuan in technological transformation in recent years, established and improved the production line of Yuchai products, and implemented the digital transformation. At the same time, the company gradually implemented lean production methods and implemented node management, which not only ensured the delivery time of Yuchai products, but also promoted a steady increase in production capacity. In terms of quality management, the company has successively passed ISO/TS16949:2002, ISO9001:2000 and GJB9001A-2001 certifications, adhered to the "eight principles" of quality management, and comprehensively used tools such as APQP, FMEA, SPC, MSA, and PPAP. In accordance with the requirements of Yuchai, the company has conducted meticulous control and analysis of all aspects of the production and management process, achieving continuous improvement of product quality and services. The company adopted the principle of "developing independent innovation with the main engine plant at the same time", and on the basis of the simultaneous development and establishment of strategic cooperation with the main engine plant, it insisted on independent innovation, and ultimately achieved a win-win result, and achieved good economic and social benefits. Since entering Yuchai's supporting system in 2000 and officially supplying it in volume in 2001, the company has cooperated with Yuchai in the same frequency and sincerely cooperated with Yuchai Technology Center to jointly complete the development of eight series of pistons and successively provided more than 200 new products. A variety, and achieved Yuchai's sales volume and market share increased by 10% per year.
Establish an internal tapping mechanism
For auto parts companies, in the case that the objective facts of the price increase of downstream products cannot be changed, one can think of ways to reduce losses through the establishment of an internal tapping mechanism. Since 2005, due to substantial price hikes in major raw materials such as aluminum, the above-mentioned company has increased costs by more than 3 million yuan. In order to overcome cost pressures and reduce costs, the company launched a "cost storm" campaign. After nearly a year of implementation, it has achieved remarkable results. By the end of November, it has generated a calculated economic benefit of 4.1 million yuan, especially aluminum chip pressure. The two projects of block and aluminum slag filtration are long-term revenue projects, which can save nearly 3 million yuan each year. By strengthening the unified control over the prices of purchased goods and formulating a procurement material price saving prize system, it is expected to save 1 million yuan in the whole year; At the end of November, a total of 1.18 million yuan of waste materials were disposed of as a material processing program. The price adjustment resulted in an income of RMB 70,000. All units have enhanced the internal management and made small changes, setting off an upsurge in “cost and cost reductionâ€. Through the “Cost Storm†campaign, the cost consciousness of the cadres' employees has been greatly improved, and there has been a gratifying situation of “everybody’s cost, everything costsâ€. Compared with the same period of last year, the manufacturing cost of comparable products in January-November dropped by 7 percentage points compared with the same period of last year. It exceeded the plan by 2 percentage points, and the comprehensive utilization rate of materials increased by 4 percentage points. It is expected to save more than 5 million yuan in costs throughout the year.
Build your own unique comparative advantage
In the new economic era of economic globalization, resource internationalization, regional economic integration, and multinational corporations in the automotive industry, domestic auto parts companies have been put on the stage of competing with multinational companies on the same stage, and some have even become mentoring. Game. In this unfair competition in the beginning, how do auto parts companies seek survival and development? The author suggests that domestic auto parts companies may learn to learn the story of “Tianji horse racing†and establish their own unique comparative advantages. Compared with multinational companies, if our products and brands are not as good as others, we can do better in services, such as faster response speed and more meticulous service; in terms of products, we cannot compete with others on the entire line of products. , But we can focus on a specific market, a specific group of people, doing better than others in this piece; on the technical side, we can't compete with high precision and compete with multinational companies on certain technological applications. And so on, in the end, they form their own unique comparative advantages. I believe that each company can do it as long as it dares to innovate.
Some experts believe that during the “11th Five-Year Plan†period, it is not only a crucial period for the survival of the fittest, but also a competitive period for auto parts companies, and it is also a golden period for auto parts companies to achieve rapid development. Ebb Tide, who will take the lead in the new round of competition and become the favored person in the market, we will wait and see.