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Supplying to Mercedes-Benz

  • May 2013
  • -
  • Supplier Business
  • -
  • 110 pages

Supplying to Mercedes-Benz' looks at what changes are happening at Mercedes in order for the OEM to accomplish the goals outlined in its "Commitment to Excellence in Procurement". The author also takes an in-depth look at how the changes have affected procurement activities and the developments that are likely over the coming years as the company expands its global production footprint. It takes in the brand's model, platform and production strategy and delves into the purchasing strategies at Mercedes with analysis of global purchasing , supplier selection, technology and quality expectations. This report is packed full of insight, data and analysis that will prove invaluable to those partnering or looking to work with one of the global automotive industries most highly regarded players

About Mercedes-Benz

Mercedes-Benz Cars (MBC) is currently progressing through what is arguably the most comprehensive series of new model launches in the company’s extensive history. With the introduction of the MFA modular front-wheel drive platform system, the company has given itself the flexibility to launch a virtual sub-brand of smaller vehicles, including two models already in full series production, the new A-Class hatchback and B-Class tourer, and a car which has just entered production, the CLA saloon. The modular platform will also support future production of a crossover SUV, currently referred to as GLA, with the addition of a fifth model at a later date, possibly a CLA-based Shooting Brake, a smaller version of the CLS model of the same name launched in 2012.

As MBC continues to broaden its MFA model portfolio, the company has a series of other issues it must successfully address, including the launch of the new C- and S-Class models, respectively the best-selling and highest-margin cars in the OEM’s range. At the same time, the OEM is dealing with changes to the production network for the MFA models and the C-Class, while continuing to work on new in-car technologies that will maintain the brand’s position as an acknowledged leader in automotive innovation in terms of fuel economy and safety.

Mercedes-Benz has announced that it plans to become the best-selling premium brand in the world by 2020. While the introduction of these new models will undoubtedly push the OEM towards that goal, the company has never been under such pressure to both introduce this number of new models and maintain its world-renowned levels of quality. To successfully complete this growth phase, the OEM will rely on its internal expertise and its network of suppliers around the world.

This will be of particular relevance as Daimler looks to carry out its plan to increase the percentage of parts delivered from local suppliers, concentrating on those countries where the OEM has existing production facilities. How current and new suppliers perform will have a direct impact on the success of these new models, and also on the success of the first engine production plant outside Germany, scheduled to start delivering product to the Beijing Benz assembly line in late 2013.

How Mercedes-Benz Cars plans to deal with these on-going challenges, together with various other issues facing the company, is discussed in Supplying Mercedes-Benz. From the extended passenger car and LCV production network, through to the development of new technologies, the report outlines what the company plans to do to maintain its current vehicle quality levels while achieving its long-term objectives.

Table Of Contents

Supplying to Mercedes-Benz
Overall sales

Strategy overview
Major model programmes
Platform strategy
Major platforms
Component sharing
Volume planning

Production strategy overview
Manufacturing network
Internal supply network
Modularisation strategy
Supplier parks
Cluster of reference
Strategies for manufacturing efficiency

Purchasing strategy overview
Levels of vertical integration and outsourcing
Purchasing organisation
Purchasing offices
Key offices
Key purchasing personnel
Purchasing budget

Supply base development
Major and strategic suppliers
Supplier selection criteria
Working with Daimler and Mercedes-Benz Cars

Policy and plans

Cost reduction programmes and strategies
Payment terms
Raw material price management

Quality level
Quality management systems
Integration into product development
Management of sub-suppliers
Supplier awards

Technological positioning
Areas of focus
RandD spending
RandD organisation
Access to supplier technology
Approach to alternative fuels, electrification and fuel cells
Special vehicle development

Michael Hannemann, Managing Director of Valmet Automotive

Introduction to the SuRe Index
Executive summary
Profit potential
Pursuit of excellence






Figure 1: Global light vehicle sales, 2006-2012 (Source: IHS Automotive)
Figure 2: The Smart Limited 1 (left) highlights the so-called Tridion safety cell in black
Figure 3: The Mercedes-Benz Juiz de Fora plant in Minas Gerais state, Brazil
Figure 4: Schematic of the new aeroacoustic wind tunnel at the Mercedes-Benz plant in Sindelfingen
Figure 5: Dr. Dieter Zetsche with the Concept GLA at the Shanghai motor show
Figure 6: Dr. Klaus Zehender, Head of Procurement Mercedes-Benz Cars and Vans (PMC), Daimler AG
Figure 7: Early lapbelt testing at Mercedes-Benz
Figure 8: Mercedes Benz “Intelligent Drive” Assistance technologies
Figure 9: Mercedes-Benz Research and Development India (MBRDI), in Whitefield, Bangalore
Figure 10: The six-wheel drive Mercedes-Benz G63 AMG
Figure 11: SuRe Index 2012 (Top)
Figure 12: SuRe Index 2012 (Middle)
Figure 13: SuRe Index 2012 (Bottom)
Figure 14: Mercedes-Benz - Global assembly plant locations
Figure 15: Mercedes-Benz - European assembly plant locations
Figure 16: Major suppliers to Mercedes Benz

Table 1: Daimler AG financial data overview (Source: Mercedes-Benz, Reuters, Moody's, Fitch, Standard and Poor's)
Table 2: 2007-2020 production figures for Mercedes-Benz vehicles included in Major model programmes
Table 3: Forecast for top 10 Mercedes-Benz platforms (by global volumes) 2012 and 2018
Table 4: Mercedes-Benz global production sites (March 2013)
Table 5: Global M-Class sales (by region) 2010-2016
Table 6: Delphi and TRW parts delivered for latest Mercedes-Benz vehicles (by supplier)
Table 7: Daimler research and development expenditure
Table 8: Mercedes-Benz plant locations with production forecast for 2013
Table 9: Mercedes-Benz - Forward Model Programme (by Global Nameplate)

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