Automotive manufacturers are currently focusing on building fully connected and completely autonomous vehicles, as drivers expect next-generation digital technologies in their cars. As autonomous and connected technologies go hand-in-hand in building efficient self-driving cars, connected car technologies will create a drift in the automotive ecosystem to help automakers make a seamless shift from semi-autonomous driving to fully autonomous driving in the future.
In order to match the market expectation, OEMs’ objective is to build cars that can change the form and function, as opposed to what is being offered now. Moreover, in the race to reduce the carbon footprint, OEMs are focusing on unique, customized strategies in building electric vehicles that help in achieving sustainability. Creating smart mobility solutions by conceptualizing the idea of sharing electric vehicles by optimizing cross-company collaboration is another area of focus for automakers to generate revenue. Hence, OEMs are in the process of building next-generation electric vehicles with autonomous driving capability, which will ultimately create a synergy between OEMs and transportation companies in developing a cost-effective business model that leads to a win-win partnership. Moreover, several OEMs are seen as partnering with companies to provide an on-demand network of cars, object recognition, and development of HAD maps. Automakers are keen on building their next-generation infotainment platforms by partnering with key players in this space.
This study analyzes Research & Development data from the annual reports and 10-K reports of 5 global automotive OEMs. It benchmarks these 5 OEMs against 20 key performance indicators.
The KPI are based on total units sold, total revenue generated, R&D expenditure, R&D expenditure in terms of basic research, advanced research and product development, total employee head count, number of engineering locations, nameplates sold, vehicle platforms sold, number of manufacturing plants, number of patents filed, part commonality, development timeline. The KPIs are analysed and key takeaways are provided for each one of them.
This research can help OEMs identify where they are placed with respect to other global players and for suppliers to understand the research expenditure spent by major OEMs.
Key Issues Addressed:
- How do the select OEMs perform against each other in terms of R&D performance - total revenue, research expenditure, employee count?
- What is the focus of OEMs in terms of research expenditure? Basic, Advanced and Product Development
- How many units have been sold with respect to R&D employees? How many units per vehicle platforms? Units using the same nameplate?
- How any vehicles from the select OEMs have received Top Safety Pick from IIHS?
- How are select OEMs placed in OEM-Supplier Working Relations Index?
1. Executive Summary
- Key Findings
- Key Figures for KPIs Analysed
- Models Total Units Sold
2. Research and Development Key Performance Indicators
- KPI 1-Total Revenue (Automotive + Financial Services)
- KPI 2-Automotive Revenue Net
- KPI 3-Total Employment
- KPI 4-Total R&D Budget
- KPI 5-R&D Budget breakdown by Basic Research
- KPI 6-R&D Budget breakdown by Advanced Research
- KPI 7-R&D Budget breakdown by Product Development
- KPI 8-Total R&D Head Count
- KPI 9-No. of Engineering R&D Locations
- KPI 10-Number of Models Sold
- KPI 11-Models Total Units Sold
- KPI 12-Number of Vehicle Platforms
- KPI 13-Number of Manufacturing Plants
- KPI 14-Number of Patents
- KPI 15-Global Programs Part Commonality
- KPI 16-Product Development (PD) Timeline
- KPI 17-Number of Top Safety Pick Models from IIHS
- KPI 18-Problems Per 100 Vehicles
- KPI 19-OEM-Supplier Working Relationship Index
- KPI 20-R&D Budget Per R&D Headcount
- KPI 21-R&D Budget Per Total Units Sold
- KPI 22-R&D Budget as a Percent of Automotive Revenue
- KPI 23-R&D Headcount Per Number of Nameplates
- KPI 24-Total Units Sold Per Number of Vehicle Platforms
- KPI 25-Number of Nameplates Sold Per Total Platforms
3. Growth Opportunities and Strategic Imperatives
- Research and Development Growth Opportunities
- Strategic Imperatives for Success and Growth
- Key Conclusions
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