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Supplying the Renault-Nissan Alliance

  • March 2014
  • -
  • Supplier Business
  • -
  • 128 pages

Understanding the purchasing and production operations of global OEMs is increasingly important for suppliers, as they face increasing platform consolidation and intensifying competition for new business
IHS SupplierBusiness' new Supplying the Renault-Nissan Alliance report provides a unique insight into the environment in which the OEMs make their critical sourcing decisions. The report analyses the ways in which Renault-Nissan is moving forward in terms of models and technology and looks in-depth at what issues are affecting the OEM in terms of supply and manufacturing.

The report is based on interviews with key purchasing executives, featuring IHS Automotive’s industry standard forecasting and analysis on the following topics:
Product and Platform Strategy
Production Strategy
Purchasing Strategy
Supplier Selection
Global Sourcing
Pricing Policy
Quality Management
Technology Development
Interviews with Key Executives
OEM-Supplier Relations Survey Results
SWOT Analysis
Global Footprint
Forward Model Programme

About this report

While the primary product of the Renault-Nissan Alliance is new vehicle production, the primary purpose of the Alliance is to achieve cost savings across those business divisions integral to delivering new vehicles. This search and implementation of cross-OEM synergies has been gathering pace since the Alliance was formed in 1999, via such methods as vehicle platform sharing and whole vehicle sharing, which takes the form of cross-brand rebadging.

More recently, the Alliance partners have put in place a single entity for the procurement of parts across the two OEMs. Since 2009, the Renault Nissan Purchasing Organization (RNPO), based in Paris, France, has controlled 100% of the purchasing across both companies. This has both served to streamline the purchasing process, while also allowing the examination of purchasing proposals to understand where savings can be achieved, in achieving the best cost-per-part in the bidding process or through bulk orders for parts used across production at both OEMs.

The success of the RNPO in achieving cost reductions as prompted the Alliance to start the process of developing the same cross-company divisions covering such key areas as R&D, manufacturing and human resources. Following on from the model of the RNPO, it is believed that these teams will be able to achieve the same success and further reduce overall operating costs.
Clearly, reduced cost is a driving motivator at Renault-Nissan, but this is also balanced with the need to maintain quality, both actual and perceived. With the introduction of the low-cost Dacia brand (marketed as Renault outside Europe), Renault was ruthlessly efficient in controlling costs, but this could not to the detriment of vehicle reliability. With the introduction of the second-generation Qashqai, it was understood that while controlling cost was of critical importance, it could not be at the expense of improved cabin appearance and functionality.
With this information in mind, IHS SupplierBusiness has compiled the Supplying the Renault-Nissan Alliance 2014 report. This document delivers the latest information and analysis on how the Alliance is moving forward to take advantage of yet more cost-saving synergies, while looking at the existing and future opportunities that these moves will create across the supply chain. From future versions of existing models, an expanding production footprint, and through to the relaunch of Datsun as a low-cost brand in Indonesia, Russia, India and South Africa, Supplying the Renault-Nissan Alliance 2014 offers the most comprehensive analysis of the plans now being implemented across the Alliance partners and what these will mean for the global supplier community.

Table Of Contents

Supplying the Renault-Nissan Alliance
Global market overview
Financial data
Renault-Nissan alliance financial overview
Product and platform strategy
Company background and strategy review
Major model programmes
1. Renault Clio
2. Nissan Sylphy
3. Nissan Qashqai
4. Nissan Tiida
5. Nissan Note
6. Nissan Altima
7. Renault/Dacia Duster
8. Nissan Juke
9. Nissan March
10. Renault Megane
Platform strategy
Major platforms
1. B (inc. Renault Clio, Nissan Juke, and Nissan LEAF and Renault Zoe EVs)
2. C (inc. Nissan Qashqai, Rogue, Renault Megane, and Scenic)
3. B0 (inc. Renault/Dacia Logan, Sandero, Duster, Dokker, and Lada Largus)
4. D (inc. Renault Laguna, Nissan Altima and Murano, and Samsung SM5)
5. V (inc. Nissan March, Note, Renault Pulse, and Datsun Go)
6. X61B (inc. Nissan Frontier, Navara, and Pathfinder)
7. X65 (inc. Renault Clio, Kangoo, and Twingo)
8. FR-L (inc. Nissan Skyline, Fairlady Z/370Z, Infiniti FX, and Q50)
Component sharing
Volume planning
Production strategy
Production strategy overview
Manufacturing network
Mexico and United States
United Kingdom
South Korea
Internal supply network
Modularisation strategy
Supplier parks
Cluster of reference
Strategies for manufacturing efficiency
Purchasing strategy
Purchasing strategy overview
Levels of vertical integration and outsourcing
Purchasing organisation
Purchasing offices
Key purchasing personnel
Purchasing budget
Supplier selection
Supply base development
Major and strategic suppliers
Supplier selection criteria
Working with the Renault-Nissan alliance
Global sourcing
Policy and plans
Pricing policy
Cost-reduction programmes and strategies
Payment terms
Raw-material price management
Quality 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
Christian Vandenhende, senior vice-president, Purchasing, and chairman of the Renault Nissan Purchasing Organization
John Whitfield, senior executive manager for on-site manufacturing and John Barnett, operations director CK North-East
OEM-Supplier survey results
Introduction to the SuRe Index
Executive summary
Profit potential
OEM level
OEM level
OEM level
Pursuit of excellence
OEM level
OEM level
SWOT analysis
Global footprint
Forward model programme
Major suppliers to Renault/Nissan
Nissan Qashqai 2014 (Europe)
Nissan Rogue 2013 (North America)
Nissan X-Trail 2013 (Japan)
Renault Captur 2013 (Europe)
Renault Clio 2012 (Europe)


Figure 1: Global light vehicle sales, 2007-2013
Figure 2: Structure of the Renault-Nissan Alliance
Figure 3: The Renault Clio Mercosur, introduced in 2012, is a second-generation car with fourth-generation styling updates
Figure 4: The Renault Clio V6 from 1999
Figure 5: The fourth-gen Renault Clio was introduced in 2012
Figure 6: The all-new, second-generation Nissan Qashqai went on sale in Europe in January 2014
Figure 7: The North American version of the Nissan Tiida was facelifted in 2010
Figure 8: The chassis of the latest Nissan Altima is built using an increased proportion of high-strength steel
Figure 9: The world premiere of the Nissan Juke in February 2010
Figure 10: The Nissan Figaro was based on the March mini car
Figure 11: Unveiled in 2013, The Twin'Z concept is described as offering a preview of the next Renault Twingo
Figure 12: The B-platform in the Renault Zoe EV has been reworked to accommodate the battery pack
Figure 13: The Lada Largus is based on the RF90 version of the B0 platform used in production of the Renault and Dacia Logan MCV (Maximum Capacity Vehicle) estate
Figure 14: Indonesia will be the test market for the Datsun Go+, which offers a third row of seating
Figure 15: Diagram outlining the basic elements of the CMF module system
Figure 16: Renault Powertrain global engine and transmission production sites
Figure 17: Nissan Almera on the B0 line, Togliatti plant, Russia
Figure 18: Renault Production System: Four functions of product manufacture
Figure 19: Structure of Renault-Nissan BV
Figure 20: Christian Vandenhende (left) and Igor Komarov, president of AvtoVAZ, at the signing of the Common Purchasing Organization agreement in 2013
Figure 21: Rebecca Vest, Nissan North America
Figure 22: Supplier Selection and Performance Review
Figure 23: RNPO Core Processes
Figure 24: RNPO Supplier selection flow chart
Figure 25: Role of Purchasing departments at Renault-Nissan Alliance
Figure 26: Renault launched the Twizy in 2011
Figure 27: Calsonic Kansei water cooling plate for EV and HEV battery packs
Figure 28: Unveiled in 2010, it is still unknown whether the DeZir concept will result in a production model
Figure 29: SuRe Index 2013 - Top of the Ranking
Figure 30: SuRe Index 2013 - Middle of the Ranking
Figure 31: 2012-2013 Profit potential results on scale
Figure 32: 2012-2013 Organisatiojn results on scale
Figure 33: 2012-2013 Trust results on scale
Figure 34: 2012-2013 Pursuit of excellence results on scale
Figure 35: 2012-2013 Outlook results on scale
Figure 36: Renault-Nissan global assembly plant locations
Figure 37: Renault-Nissan european assembly plant locations
Figure 38: The Nissan Taxi will be launched in 2014, with an EV version to follow in 2015
Figure 39: Global Renault-Nissan light-vehicle Forward model programme


Table 1: Key Renault financial performance values
Table 2: Key Nissan financial performance values
Table 3: Renault-Nissan Top 10 best-selling models (by Global Nameplate) 2009, 2013, 2018
Table 4: Ranking of key models in United States mid-size segment (2008, 2013, 2018)
Table 5: Global sales for Renault and Dacia Duster, 2009-2025 (inc. forecast)
Table 6: Global sales for Megane, Focus and Golf (various years, 2000-2025)
Table 7: Forecast vehicle output (by platform) at Renault-Nissan Oragadam (Chennai) plant 2013-2020
Table 8: Renault-Nissan Alliance platform usage (by manufactured volumes) 2009, 2013 and 2020
Table 9: Comparison of European sales for Ford Mondeo, Opel Insignia, Renault Laguna (2006-2020)
Table 10: Total global production Renault-Nissan Alliance (by brand and group) 2000-2020
Table 11: Renault-Nissan global production plants with forecast 2013 volumes (by brand)
Table 12: Top Global EV manufacturers (by volumes) 2013-2020
Table 13: Top 20 OEMs in China (by sales) 2013
Table 14: Annual local sourcing opportunity in the United Kingdom by component area (in GBP million)
Table 15: SWOT analysis - Renault Nissan
Table 16: Nissan Qashqai 2014 (Europe) Suppliers and Component Data
Table 17: Nissan Rogue 2013 (North America) Suppliers and Component Data
Table 18: Nissan X-Trail 2013 (Japan) Suppliers and Component Data
Table 19: Renault Captur 2013 (Europe) Suppliers and Component Data
Table 20: Renault Clio 2012 (Europe) Suppliers and Component Data

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