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Mastering Engineering Service Outsourcing in the automotive industry

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Market study<br />

B. <strong>Eng<strong>in</strong>eer<strong>in</strong>g</strong> <strong>Service</strong> Providers should cont<strong>in</strong>ously expand <strong>the</strong>ir doma<strong>in</strong><br />

expertise<br />

1. The <strong>in</strong>creas<strong>in</strong>g standardization of non-core components and basic<br />

technologies opens a huge w<strong>in</strong>dow of opportunity for ESPs to support<br />

<strong>automotive</strong> manufacturers <strong>in</strong> master<strong>in</strong>g <strong>the</strong> challenges result<strong>in</strong>g from<br />

<strong>in</strong>creas<strong>in</strong>g complexity and <strong>the</strong> multitude of vehicle variants. They can<br />

establish a clear competitive advantage over o<strong>the</strong>r market players by<br />

foster<strong>in</strong>g cutt<strong>in</strong>g-edge technological know-how generation <strong>in</strong> dedicated<br />

doma<strong>in</strong>s requested by OEMs.<br />

2. Fur<strong>the</strong>rmore, ESPs need to def<strong>in</strong>e a clear and comprehensive value proposition<br />

for <strong>automotive</strong> OEMs/suppliers and a go-to-market strategy<br />

based on proven doma<strong>in</strong> expertise. Just claim<strong>in</strong>g end-to-end vehicle<br />

competency with no clear doma<strong>in</strong> specialization is not perceived as<br />

compell<strong>in</strong>g by most OEMs – <strong>in</strong> fact, <strong>the</strong>y tend to regard it with suspicion.<br />

A proven track record <strong>in</strong> a specific <strong>automotive</strong> doma<strong>in</strong> is key<br />

for w<strong>in</strong>n<strong>in</strong>g long-term bus<strong>in</strong>ess contracts for outsourced eng<strong>in</strong>eer<strong>in</strong>g.<br />

3. By offer<strong>in</strong>g OEMs competencies <strong>in</strong> a comprehensive and standardized<br />

bus<strong>in</strong>ess model, <strong>Eng<strong>in</strong>eer<strong>in</strong>g</strong> <strong>Service</strong> Providers can offer exist<strong>in</strong>g and<br />

future customers an easy-to-use service platform. The aim should always<br />

be to reduce customers' control and governance efforts by provid<strong>in</strong>g<br />

easy-to-use and transparent management <strong>in</strong>terfaces for key performance<br />

metrics (costs, tim<strong>in</strong>g, resources).<br />

4. As well as <strong>the</strong>ir clients, ESPs have to def<strong>in</strong>e <strong>the</strong>ir own global R&D<br />

footpr<strong>in</strong>t to best serve <strong>the</strong> <strong>in</strong>creas<strong>in</strong>gly global demand for eng<strong>in</strong>eer<strong>in</strong>g<br />

services.<br />

5. Accord<strong>in</strong>g to our market survey, both OEMs and OESs stress <strong>the</strong> role<br />

of an accessible and responsive front office <strong>in</strong> close proximity to OEMs<br />

as a prerequisite for engag<strong>in</strong>g <strong>in</strong> long-term bus<strong>in</strong>ess relations.<br />

6. To address <strong>the</strong> <strong>in</strong>tr<strong>in</strong>sic fear of <strong>in</strong>tellectual property misuse and piracy,<br />

all <strong>Eng<strong>in</strong>eer<strong>in</strong>g</strong> <strong>Service</strong> Providers must establish and demonstrate a solid<br />

compliance policy. This policy must be applicable to everyday bus<strong>in</strong>ess<br />

and should <strong>in</strong>corporate high confidentiality and proprietary customer<br />

know-how.

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