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Powertrain 2020 - The Future Drives Electric (PDF ... - Roland Berger

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"<strong>Powertrain</strong> <strong>2020</strong> – <strong>The</strong> <strong>Future</strong> <strong>Drives</strong> <strong>Electric</strong>"<br />

This presents opportunities for both established and new players to access<br />

new revenue streams and achieve larger profit margins. To this end, OEMs<br />

and suppliers need to review their core activities and product portfolios.<br />

4.3.1 OEMs' degree of vertical integration<br />

OEMs traditionally regard the powertrain as a critical part of their in-house<br />

development and production base. Indeed, the powertrain is how they<br />

differentiate their vehicles from those of their competitors.<br />

With the arrival of new electric technology, OEMs need to redefine their<br />

core competences. This is particularly important as electrical components<br />

have not traditionally been a focus area for OEMs. Developing and producing<br />

new components will be vital for automakers if they want to stay ahead<br />

of their competitors in terms of technology.<br />

To some extent this is happening already. Forerunners such as Toyota have<br />

built new R&D centers focused purely on electric and hybrid powertrains.<br />

Other players such as Daimler are following their example.<br />

In powertrain production, OEMs' current focus is on core mechanical<br />

components, such as the crankcase and cylinder head, as well as final<br />

assembly. Here, a complete rethink of the in-house production setup is<br />

needed.<br />

In the next five to ten years, OEMs must build up and develop their inhouse<br />

competence in electric powertrains. Initially, they should concentrate<br />

mainly on product and process design. Component manufacturing, integration<br />

and assembly can be considered at a later stage, but only if the<br />

scale effects justify the efforts.<br />

4.3.2 Shake-up of the established supplier base<br />

Established suppliers of current powertrain components must also take a<br />

careful look at their product portfolio, technology basis and competitive<br />

edge. Failure to do so could result in a loss of future business as the powertrain<br />

environment changes and develops.<br />

Toyota and Honda introduced hybrid vehicles in the late 1990s. This has<br />

enabled their key component suppliers in Japan to build up a considerable<br />

knowledge base. <strong>The</strong>se suppliers are now utilizing this base to further<br />

develop their products for use in PHEVs and EVs on a global basis.

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