In 2003, China’s auto market surpassed Germany as the third largest market in the world, and the corresponding sales market was after-sales service logistics and spare parts supply. In Europe and the United States and other developed automotive regions, automotive after-sales service is a lucrative “big cakeâ€. The development of many years has made the automobile after-sales service industry a big industry with standardized business operations. The main source of profit for the automotive industry is not the sale of vehicles, but after the sale, and the market value of the two is about 3-7.
Lag service
According to the definition of the American Automotive Aftermarket Association, the automotive aftermarket refers to the spare parts and services used in the repair and maintenance of automobiles after they are sold. The companies involved mainly include auto parts manufacturers, sellers, and auto repair service providers. class.
The United States maintains a large number of car maintenance industry, widely distributed, maintenance of good quality, high efficiency, variety of forms, and strong selectivity. In the United States, the form of an automobile repair factory is very diverse. Customers can choose the right manufacturer based on their preferences, the degree of damage to the car, and the items to be repaired. If you are willing to spend more money to buy it, the owner can go to the original repair point; if you want to save money, you will go to some small shops. A considerable part of their accessories are imported from Asia, many of which are made in China; if you are willing DIY , go to a special car supermarket or large department store supermarket auto parts counters, usually will be satisfied.
According to statistics, the sales revenue of China's auto parts industry in 2003 was 300 billion yuan, accounting for about 1/3 of the total sales of the auto industry. The total exports of automobiles and components amounted to US$4.71 billion, an increase of 34.4% year-on-year. Among them, automobiles (including spare parts) exported 400 million U.S. dollars, exported 4.13 billion U.S. dollars worth of parts and components, and exported more than 100 countries and regions. In January-February 2004, China exported 870 million U.S. dollars in auto parts and components, a year-on-year increase of 39.9%. The industry expects that China's auto parts exports in 2010 will reach more than 40% of its total sales.
However, the automobile service industry in China has been rising lately. Although the automobile manufacturing industry has experienced rapid development in the past two years, the matching after-sales service market has been sluggish. At present, China has about 100 vehicle manufacturers and nearly 3,000 parts and components manufacturers. Among them, only a few automobile manufacturers have annual production of more than 100,000 vehicles; while parts manufacturers are smaller and more dispersed. Every large-scale vehicle manufacturing company has a large number of spare parts production and supply enterprise groups that constitute a vertical distribution of a single supporting system, such as FAW, the two parts of the auto parts system are made of thousands of spare parts manufacturing enterprises constitute. In the auto parts market, aquaculture is mixed and poor quality products are flooded. The technical quality of conservation personnel is generally not high enough. Most of the auto repair shop operations are scattered and brave, and the quality of service is difficult to guarantee. There is no perfect management system. A more critical constraint is that car manufacturers are overly concerned with short-term interests and neglect long-term survival and development. While slashing prices to attract customers, they also neglected paying attention to after-sales services.
Auto parts companies are squeezed
First of all, the existing supply chain model centered on the interests of vehicle manufacturers has resulted in the assurance that the benefits of spare parts suppliers cannot be guaranteed, thereby undermining their operational enthusiasm and making the overall supply chain less competitive. In order to meet the needs of vehicle manufacturers, each spare parts production supplier must set up a distribution warehouse around the entire vehicle production plant, and the distribution warehouse can then perform station distribution according to production instructions. All parts are in charge of the supplier before being delivered to the production line, which increases the pressure on the supplier. Because vehicle manufacturers face many warehouses, their distribution management is very difficult, and distribution efficiency and timeliness are also greatly reduced.
Due to the wide geographical distribution of spare parts production plants, the difficulty of information exchange between supply and demand, and the inability to timely communicate the adjustments and changes in production plans, making the supply logistics management of the entire vehicle production plant more difficult, and due to the poor information of the procurement and supply logistics system, the market The sluggish response has caused a disconnect between production and market demand.
Under this current model, in order to keep its own market and meet the supply requirements of vehicle manufacturers, spare parts production suppliers often increase spare parts inventory to meet changes in demand caused by poor information and logistics. The entire spare parts production plant has increased its inventories, and the liquidity has increased. At this time, the "zero inventory" of vehicle manufacturers is actually at the expense of increasing the spare parts manufacturing company's inventory. Therefore, the efficiency of the entire supply chain has not only not improved, but has also greatly reduced competitiveness.
It is estimated that the profits of general parts and components companies do not exceed 10%. In the process of selling prices with automakers, the accessories factory has been in a weak position. As the car price war has repeatedly been upgraded, auto manufacturers have put pressure on downstream parts factories to squeeze the price of parts and squeeze profits, and profits have plummeted. Contrary to this, some raw material prices have gone up again, causing auto parts makers to have a big headache. Although efforts have been made to increase management and reduce production costs, it must be carried out under the premise of ensuring quality. Especially since the second half of 2002, steel, fuel, and freight rates have risen faster than expected. A rise in one fell, the accessories companies overwhelmed.
Second is the lack of technology accumulation. Strictly speaking, China still does not have its own complete automotive technology. Although there are many self-produced automobiles, they are all assembled. Under such circumstances, the technical accumulation of Chinese auto parts companies can be imagined. Tian Yushi, General Manager of FAW-Foot Automobile Parts Co., Ltd., who has more than 30 years of development experience in parts and components, said, “China's component manufacturers can really independently develop products that are just sound and speakers.†In terms of development capabilities, “ The gap between us and foreign companies is not one day or two.†Under the current situation, it is difficult to develop the parts and components industry, and it is even more difficult to form an economic scale in a short period of time.
Since many vehicles are not designed in China, the export of components from China or the supply of domestic products have a competitive effect on other countries. For the foreign counterparts to be able to seize more profits in the Chinese market, often foreign manufacturers do not deliver parts drawings to Chinese companies. In this case, do not talk about exports, or parts that are needed for domestic sales and assembly are also affected.
In addition, because China's automakers have introduced more vehicle models, foreign automakers will have to dispose parts and components that have to be configured to foreign parts factories. They indicate in the design which materials they need to use. These materials only have their own or have registered patents. Even if Chinese companies can produce them, they must give up because of this restriction.
The third is the malicious competition among various parts manufacturers. In order to survive in the cracks, some companies are in disorderly vicious competition, or to produce fake and shoddy products for the sake of making instant profits, or for the Dora Orders to refrain from selling at a price lower than the cost of production, the market is very chaotic. It is more likely to cause foreign auto parts dealers to take advantage. It is estimated that within two to three years, the auto parts industry will set off a wave of mergers and acquisitions, and some small companies may be merged.
Pattern gap
Under the increasingly fierce market competition conditions, various large-scale automobile groups in the world have changed their respective operating strategies and devoted their energies to the core business. At the same time, they have adopted outsourcing strategies and cooperated with professional logistics companies to construct a new supply chain system. The world-class companies like General Motors of the United States have 12,000 suppliers worldwide and their annual logistics volume reaches US$6 billion. They have started to cooperate with CNF Transport, a large US logistics company, and are ready to use for 3 years. First started in South America, followed by Asia and Europe, and CNF gradually replaced General Motors' logistics team and eventually took over the global logistics business of General Motors.
China's current main auto logistics model is self-supported logistics for production and sales integration, ie purchase of raw materials, spare parts and auxiliary materials for auto products, manufacturing logistics for auto products and distribution logistics, etc. are all completed by auto manufacturing companies. Manufacturing companies are both organizers and operators of auto production activities, and organizers and implementers of corporate logistics activities.
Under this model, manufacturers have complete control over supply logistics, manufacturing logistics, and distribution logistics, and can grasp first-hand customer information, which helps improve customer service and coordinate and control the entire logistics.
However, with the continuous expansion of logistics business, supply globalization and e-commerce have brought new requirements for informationization, automation and flexibility of automotive product logistics. Manufacturers are required to have more powerful logistics capabilities and continuously increase investment in logistics to meet the needs of e-commerce development. These changes, in terms of self-operating logistics, have not only increased the financial burden on manufacturers, but also failed to give full play to the economic advantages of division of labor, and will reduce the overall logistics efficiency of automotive products. At the same time, the self-operated logistics resides in the vehicle manufacturers themselves, often only proceeding from the interests of the vehicle manufacturers. They place too much emphasis on ensuring the continuity of the entire production and will require spare parts manufacturers to provide inventory that is much larger than the actual needs. Affected the entire supply chain synergy.
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