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The Medium and Heavy Commercial Vehicle OEM Report

  • April 2014
  • -
  • Supplier Business
  • -
  • 412 pages

This new report looks the marketplace for global medium and heavy commericlal vehicle OEMs, looking at globalisation and enabling technologies and the impact these are having on production. The report also looks at the major OEMs operations and a look at how to do business, with particular focus on their purchasing operations and supplier selection processes. This research utilises IHS Automotive’s Medium- and Heavy-Commercial Vehicle Production Forecasts; the industry standard for automotive forecasting and analysis.
The report also includes an appendix of 21 major truck supplier profiles. These profiles provide you with relevant data on corporate strategy, investments, product offerings and contact information all built from SupplierBusiness research. The majority also feature maps with manufacturing and R&D plant data.

Background to this research

Commercial-vehicle manufacturers around the world face a complex set of challenges that together add up to mounting pressure on their profit margins. Companies are grappling with the impact of the double-dip recession in Europe, with intensifying competition from emerging-market players, with the increased commoditisation of their product, and with ever-tightening environmental regulations. Moreover, the major market trends shaping the industry vary markedly across geographic regions, thereby adding to the complexity confronting industry players.
However, even though the outlook for 2014 and beyond may initially look challenging, OEMs and suppliers have several opportunities to improve performance, including crafting strategies that might lead to volume growth in emerging markets, optimising costs, managing the supply chain more strategically, and making the right investments in emissions and fuel efficiency improvement.
In volume terms, capacity management remains the single most challenging issue for many OEMs. Having reached record levels in 2011, global demand for regional and heavy commercial trucks softened in 2012 before experiencing a small rebound in 2013. This was held back in Europe, where the economic issues surrounding the Euro crisis had a deep effect on real economic activity. Asia, South America and North America, however, showed some strong growth, but not to the same levels as previously.

Table Of Contents

The Medium and Heavy Commercial Vehicle OEM Report
Introduction
Globalisation
Global integration
Regional specialisation
Enabling technology
Improving efficiency
The connected vehicle
Reshaping OEMs and suppliers
Platform and module strategies
Fuel Efficiency
Reduced Emissions
Safety
OEM perspectives
Daimler
Purchasing strategy and supply chain management
Better Data Comparisons
MAN TRUCK and BUS AG
Doing business with MAN
SCANIA
Sales performance
Modular production
New market sectors
Purchasing strategy and supply chain management
AB VOLVO
Volvo Trucks
Mack Trucks
Renault Trucks
UD Trucks
VECV
Doing business with Volvo
IVECO
Doing business with Iveco
NAVISTAR / INTERNATIONAL
Doing business with Navistar
Paccar
Purchasing strategy and supply chain management
Doing business with Paccar
HINO
Doing business with Hino
ISUZU
Doing business with Isuzu
Tata
Purchasing strategy and supply chain management
Doing business with Tata
Ashok Leyland
Doing business with Ashok Leyland
China FAW
Doing business with China FAW
Dongfeng Motor Corporation
Doing business with Dongfeng

Figures

Figure 1: Medium and heavy vehicle production olumes 2013 by manufacturer and region
Figure 2: Most important external forces impacting on the truck industry 2009 and 2020
Figure 3: Collision avoidance and mitigation intervention sequence
Figure 4: Total operating costs for a 40 tonne tractor
Figure 5: The worldwide transient vehicle cycle (WTVC)
Figure 6: Estimated per-vehicle manufacturing cost to comply with Euro standard emissions levels for vehicles with different engine sizes
Figure 7: Estimated per-vehicle manufacturing cost to comply with US standard emissions levels for vehicles with different engine sizes
Figure 8: Global Emission Standards
Figure 9: Bendix/ Knorr Bremse ABD22X air disc brake
Figure 10: Truck safety systems evolution
Figure 11: Flexibility across Daimler's global truck manufacturing footprint
Figure 12: Daimler Trucks Global Excellence strategy
Figure 13: Manufacturing flexibility at Daimler
Figure 14: Daimler's top-line push strategy element
Figure 15: Daimler's module strategy
Figure 16: A graphic representation of Daimler's EBSC system
Figure 17: Daimler's supplier pyramid
Figure 18: A schematic showing new enhancements to Daimler's EBSC system
Figure 19: MAN/VW/Scania cross shareholdings
Figure 20: MAN Truck and Bus production network
Figure 21: MAN Truck and Bus Interdisciplinary supplier assessment
Figure 22: Scania global production locations
Figure 23: Scania performance 2010 to 2013 by quarter
Figure 24: Scania vehicles per employee
Figure 25: Flexible production costs (chassis)
Figure 26: Modular product specification at Scania
Figure 27: Scania's outsourcing strategy
Figure 28: Scania supplier categories
Figure 29: Scania purchasing structure
Figure 30: Volvo Group Truck Technology global presence4
Figure 31: Volvo Group brand strategy
Figure 32: The current structure of CNH Industrial
Figure 33: Iveco industrial revenues (EUR million)
Figure 34: Iveco industrial trading profit (EUR million)
Figure 35: Iveco platform strategy
Figure 36: FGP shared information system
Figure 37: Fiat Group Purchasing employees 2009
Figure 38: Fiat Group annual purchase value
Figure 39: Paccar Revenue and net income 2004-2013
Figure 40: Paccar revenue 2003 and 2013
Figure 41: Paccar financial services assets 2003 and 2013
Figure 42: Paccar supplier numbers 2000-2010
Figure 43: Schematic of Paccar new supplier progress
Figure 44: Global purchasing at Paccar
Figure 45: Paccar supplier requirements
Figure 46: Hino global sales percentage 2012 and 2013
Figure 47: Toyota purchasing schematic
Figure 48: Hino module development and production
Figure 49: Changing business model at Isuzu
Figure 50: Isuzu's strategic change
Figure 51: Isuzu's global three core business organisation
Figure 52: Isuzu vehicle shipment volume FY2011-FY2016
Figure 53: Isuzu engine production FY2011-FY2016
Figure 54: Isuzu global performance FY2011 to FY2013
Figure 55: Indian domestic market performance and CAGR
Figure 56: Ashok Leyland domestic market performance and CAGR
Figure 57: Dongfeng's Chinese manufacturing facilities
Figure 58: Chinese medium and heavy truck development 2001 - 2012

Tables

Table 1: Variation in vehicle utilisation
Table 2: Testing requirements for EU, Japan and US regulations
Table 3: US emissions compliance costs
Table 4: Daimler Truck unit sales to November 2013 vs 2012
Table 5: Daimler Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 6: MAN SE revenues 2012
Table 7: MAN Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 8: MAN Truck and Bus consolidated results 2011/12
Table 9: Scania order and deliveries performance 2012 and 2013
Table 10: Scania Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 11: Volvo Truck deliveries by brand and market
Table 12: Volvo Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 13: Volvo Group Truck Technology global presence
Table 14: Volvo Truck net sales by market and size 2008 - 2012
Table 15: Navistar Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 16: Navistar supplier scorecard criteria
Table 17: Paccar sales volumes 2011 and 2012
Table 18: PACCAR Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 19: Paccar three major commodity groups
Table 20: Hino Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 21: Isuzu Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 22: Tata Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 23: Tata Code of Conduct (TCoC)
Table 24: Ashok Leyland Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 25: Ashok Leyland domestic market share 86
Table 26: FAW Medium and Heavy Commercial Vehicle Production Forecast 2012-2016
Table 27: Dongfeng Medium and Heavy Commercial Vehicle Production Forecast 2012-2016

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