The change of big teeth and teeth caused commercial vehicle supply chain to fight

In the recent heavy-duty transmission market, there are two major events involving the industrial structure: First, Big Tooth was renamed as Sinotruk Group Datong Gear Co., Ltd. and became a wholly-owned subsidiary of Sinotruk. Taiyuan Heavy Industry holds 82.92% of big teeth. It was placed under the ownership of China National Heavy Duty Truck Group; another major event was that Shanghai Electric, the controlling shareholder of Haofang, chose to withdraw, and the second-largest shareholder, Chongqing Electromechanical Chongqing Electromechanical, planned to increase its shareholding, and was actively promoting the joint venture negotiations between Qiangfang and ZF.

Other related events include: At the end of 2008, after the announcement of the reorganization of heavy trucks by China National Heavy Duty Truck, Fast officially announced that it will actively develop the domestic passenger car market while continuing to expand the heavy truck market, and has successively launched supporting buses for passenger vehicles. The new 8th, 8th, and 6DS series transmissions have nurtured new economic growth points for the company." Heavy Trucks produces the first mass production and assembly market in China on the gearbox production line in Zhangqiu, Jinan, Shandong. The AMT transmission of the car.

Compared with the disputes in the field of automatic transmission technologies in the field of passenger cars, the joint venture between BorgWarner and China Development Alliance (an investment and development company jointly established by FAW-China SAIC and other 12 major domestic OEMs), the company has produced DCT core modules in Dalian, etc. The division and cooperation of commercial vehicles, especially heavy-duty transmission companies and commercial vehicle manufacturers, is also attracting attention.

[Analysis Review]

1. Competition in the supply chain is becoming a key factor for domestic commercial vehicle companies to win in the fierce market competition. Having a high-quality, stable, and efficient supply chain is the goal pursued by several leading commercial vehicle companies. A professor at the Massachusetts Institute of Technology once said that the most fundamental and core competitiveness of an enterprise lies in the management of the supply chain. By integrating and improving the supply chain and further improving the supply chain technology, improving efficiency, and adjusting the industrial structure, it is to increase the flexibility and integration of the supply chain so as to enhance the company's competitiveness. We can see through the news events that there is an active "hand in hand" willingness from both suppliers and vehicle companies. The integration between the vehicle manufacturers and transmission companies in the commercial vehicle sector means that the financial crisis will lead to a new round of reshuffling for the commercial vehicle industry, and the ultimate survivors will be those who have control over the entire upstream and downstream value chain. Core business. The concentration of the commercial vehicle industry will increase the market concentration prior to passenger vehicles.

2. The model of the supply chain system has yet to be finalized in China. There are two kinds of procurement models in mature markets abroad. One is a stable supply model with property-linked systems. For example, Daimler and Volvo in Europe only purchase key components from their systems, and two in the Indian market. Leading companies Tata and Ashcrok-Leland, they do not need to purchase from other suppliers, only those smaller OEMs (smaller than the leading companies) need to purchase outside. The second supply chain procurement model is the mainstream model in China's passenger vehicle sector. In the commercial vehicle sector, the procurement supply chain model seems rather ambiguous – for example, Big Tooth has invested in the company's arms, but Big Gear is still a long-term friendly partner of Dongfeng Commercial Vehicles. After more than 20 years of cooperation, both parties have established Mutual trust, honesty and win-win relationship." On December 11, 2008, Dongfeng Commercial Vehicle Company and Dazu signed a strategic cooperation agreement to strengthen cooperation. The suppliers of key parts and components that are included in the system are still available for competitors. This is ostensibly implausible, but it is in fact inevitable.

The concentration of China's commercial vehicle market is not yet high, and the production of key components, especially powertrains, requires certain market demands to support economies of scale. If you simply pursue the system and blindly set up your own parts factory, the scale will not be able to digest the final; if you do not allow the supplier of the system to external suppliers, then the supplier can not achieve a sufficient scale to amortize the cost .

3. The integration of the supply chain should focus on the long-term strategic development of the company. Since the separation of China National Heavy Duty Truck and Weichai in 2006, China National Heavy Duty Truck has quietly established its own transmission plant in Jinan in addition to its engine production line. In 2008, the output of China National Heavy Duty Truck Jinan Transmission Plant was close to 50,000 units. According to the expected figures for the production and sales of 112,000 heavy trucks in 2008 at the corporate business conference, the self-sufficiency rate of CNHTC Transmission has reached 40%. After the reorganization of the big teeth, how can the positioning of the big gear and the original transmission factory be leveled?

In addition, the future development of dental caries is also worrying after Zarva. It is reported that after the joint venture, the dental carve factory will remain, and will become the supplier of ZF and Caichao joint venture company. The main product of the joint venture company is the passenger car transmission. This relationship is very similar to the current relationship between Wuxi Weifu and Bosch. Weifu's predecessor was the Wuxi Oil Pump Nozzle Factory, which has occupied the position of the domestic leader in the same industry for many years. However, in 2004, Weifu and Bosch jointly established Bosch Automotive Diesel Systems Co., Ltd. (RBCD), which is 67% owned by Bosch. Currently Weifu has become a supplier to RBCD. In the same way, will the tooth decay, the current leader in the field of large-scale passenger car transmission in China, join ZF in the joint venture with ZF, and he will be reduced to an accessory processing plant that lacks development capabilities? It is worth our thinking.

The Gasgoo Automotive Research Institute believes that any supply chain integration must consider two aspects: whether the integration can bring more technical cooperation experience and data, more customer bases, more market access opportunities, and other comprehensive benefits; Second, the new measures will lead to changes in the supply chain will impact the existing supply chain, how to harmonious transition and accurate positioning.