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-
The Future of Automotive
Are You Prepared for the Changes?Or Will You Soon be a Part of
the Past?
-
Towards a New Kind of Automotive Industry
1
You are the brand manager of a mobility provider employing a
fully outsourced production facility.
Working in partnership with your competitors, you produce cars
that are configured by customers,
built by contractors, and sold by anyone. This is your future in
the new automotive industry. If you are
wondering how to navigate this exciting, but turbulent, new
reality, Cap Gemini Ernst & Young can help.
The car industry has begun anunprecedented metamorphosis
withchanges occurring at a faster rate and on abroader scale than
ever before. Theindustry is in the grip of an e-businessrevolution
in which more choice, greaterefficiency and a commitment to
innovationwill be essential in order to minimize costs,reduce time
to market and meet risingconsumer expectations.
This transformation is affecting everyonesimultaneously across
the entire industryvalue chain. The capability exists now fordesign
concepts to be shared, transactionsmade, orders processed,
production linessequenced and distribution scheduled at afraction
of the time and across morecommunities than previously.
By the year 2010, if this rate oftransformation continues, we
may not evenrecognize the shape of the industry as it istoday.
Customer demands, technologychanges, social environmental forces
andthe inevitability of new entrants willdissolve the traditional
industry boundariesbetween suppliers, OEMs, retailers
anddistributors. Because of this the mind-set ofevery OEM and major
componentmanufacturer will be forced to change.
Can you handle these challenges? Can youmeet these new customer
demands? Willyou still be manufacturing cars in 10 years?Can you
picture this future?
Cap Gemini Ernst & Young has
an impressive range of solution
offerings addressing some of the
key growth markets and appears
to have a convincing e-business
strategy in place. 1
1 Datamonitor 2000 Cap Gemini Ernst & Young Crossing the
Atlantic for a global future.
-
The Adaptive Enterprise
2
Picture your company as an adaptive enterprise, part of a
network of like enterprises that includes your
competitors, suppliers, distributors, finance houses, and
investment banks all of which can adapt in
collaboration within days to meet changing customer demands.
Your core products will be a
combination of the vehicles themselves, and the services you
sell into them. You will be, essentially, a
brand manager, as even vehicle assembly can be outsourced.
The vehicles themselves will have thetechnology to enable
consumers to buildtheir own unique combinations of optionsand
value-added services. Seventy percentof them will be made to the
customersexact specification and delivered withindays anywhere in
the world.
Today
The current Order-to-Delivery (OTD)process remains the same slow
andcumbersome system of 10 years ago.Customers orders take 6070
days to fulfiland vehicle sales rely on a push systemcharacterized
by a sell what you makebusiness strategy. The business model haslow
market capitalization, low return onassets, high costs, excess
inventory, highlymanual processes, slow order
processing,dissatisfied customers, high variablemarketing costs,
significant discounts, andout-of-date legacy systems.
Our Solution
The Adaptive Automotive Enterprise Modelembodies the highly
advanced concepts inBuild-to-Order and Locate-to-Order thatCap
Gemini Ernst & Young has developedover the past two years while
implementingsupply chain improvement programs withsix of the worlds
largest car makers.
The model (see chart) is based on sixbuilding blocks. Your
organization will needto address each of them in turn, andpossibly
even redefine how you operate inthese areas. We have built an
InnovationProgram for each block, designed to exploitnew
technologies relevant to your specificprocesses. For example, on
Web-based
Available to Promise we explain how we canhelp you build
lifestyle car configurators,state-of-the-art sequencers,
capacityvisibility technology for Tier 1s and 2s, andconsumer
response web portals that enablecustomers to track their
orders.
Once linked across each block, theseinnovations provide the new
businessmodel for true Build-to-Order.
The models key day-to-day benefit is theway it enables OEMs and
their partners toadapt fluidly to changing circumstances
bycapturing and integrating data from all partsof the supply chain
in real-time and thenusing it to re-sequence manufacturing
andlogistics plans. In the long term, the modelfacilitates seamless
co-operation betweendifferent stakeholders in the supply chainover
the planning and launch of newvehicles, while also enabling a
continuousrealignment of capacities to match thesupply network to
customer demand.
We believe that by adopting the AdaptiveAutomotive Enterprise
Model, OEMs willimprove efficiency and eliminate excessstock
throughout the supply chain. Ourestimate is that it would achieve
savings of 1,2001,500 per car. Significant marketshare improvements
should also resultfrom improved responsiveness toconsumer
needs.
Automotive supply chains worldwide arein urgent need of a
comprehensivetransformation if the problems of vastexcess stocks,
poor co-ordination, longcustomer waiting times, and depressedprices
are to be solved. Our AdaptiveAutomotive Enterprise Model gives
the
-
industry a totally new concept of supplychain management, based
on instant andcomplete visibility all down the line. Thisvisibility
provides the basis for the mostappropriate response to
consumerrequirements and for instant adaptation ofplans to changing
conditions.
Key Concepts Underlying the AdaptiveAutomotive Enterprise Model
are:
Adaptive meaning the continuous re-orientation towards customer
demandof strategy and operations across theextended enterprise.
Use of Locate-to-Order concepts toidentify any stock in the
outbounddistribution chain that meets the exactorder specification,
and to look at nextweeks production schedule beforebuilding to
order.
Locate-to-Order optimizes sales ofvehicles built to stock.
Use of Order-to-Delivery (OTD)concepts to make each customer
orderthe focus of the entire end-to-end supplychain, with immediate
confirmation ofdelivery date based on criticalconstraints.
Synchronization of inbound logistics,vehicle assembly, and
outbound logisticsusing integrated, web-enabled IT systemsto link
all players in the supply chain.
Use of Adaptive Manufacturing based onthe sequencing system as
the heartbeat ofthe manufacturing process, with livefeedback to
facilitate instant re-sequencing.
Service Offerings
Cap Gemini Ernst & Young is the onlyconsulting firm offering
this completevision of the future adaptive enterprise. We can
demonstrate solutions that exploita range of new technologies for
eachcritical area of your enterprise. We are alsounique in having
built a transformationmap for each area that is designed to
takeyour organization from where it is nowacross a clearly defined
path towards thisfuture vision.
We work closely with our strategicpartners, SAP and Cisco
Systems, toprovide leading-edge supply chainsolutions. Other major
partners includeSun Microsystems, i2, Manugistics, Ilog,Oracle, and
Siebel. We are also a preferredconsultant to the number one
globalautomotive exchange.
As the number one supply chain serviceprovider2 Cap Gemini Ernst
& Young hasthe integrated service offerings includingstrategy,
demand and supply planning,strategic sourcing, and e-procurement
your business needs to meet the challengesof the new OTD market
space.
Our experience of working with globalmarket leaders on complex
OTD and othere-business initiatives has given our hundredsof
dedicated supply chain consultants realexpertise that you can
exploit.
The true goal of this radical OTD visionmust be to maintain and
grow marketshare. Cap Gemini Ernst & Young can helpyour company
realize that vision.
Cap Gemini Ernst & Young is the
influential consulting firm
sponsoring and providing
research support to the
international 3DayCar
research program.
2 "Cap Gemini Ernst & Young is ranked #1 in IDC's recent
report on
the Top 10 Supply Chain Service Providers." IDC - Top 10
Worldwide Supply Chain Providers, June 2001
3
Web-based Available to Promise
Supply Chain Visibility
Industry Exchanges
Shopfloor link between Actual & Plan
Inbound Logistics Outbound Logistics
OEM
Suppliers
Dealer
Proposed Order to Sequence System
Review capacity on all options
Run Sequence plan for BODY/PAINT/TRIM/OUTBOUND LOGISTICS
PROVIDE ATP
Configure vehicle on WEB complete
Package Car Finance Insurance
Confirm Order
DELIVERJIT TO
TRACKSIDE
From Sequence System communicateForecasts
Demand to supplyCapacity
Component options
Outbound carriersLogistics Broker
INBOUND SEQUENCE
To Inbound CarrierOptimize route to ATP
Collectvehicle
Deliver to Customer
Carrier optimizesquantities and
collection frequenciesCollect material
Consolidate to meet Sequence requirements
The Adaptive Automotive Enterprise Model
MIXED MODEL LINE
OUTBOUND SEQUENCE
SEQUENCE
CAP GEMINI ERNST & YOUNG 2001
Customer CC
MMC SE
CKM
-
Less than half of vehicles will be soldthrough traditional
dealer networks, whichwill instead focus on specialized
functionssuch as local prospecting, promotionalevents, vehicle
handovers, after-salesservices, and mobility services.
Today
The traditionally adversarial relationshipsthat exist both
between auto-makers anddealers, and between dealers and consumers
could hardly be less conducive to trueCustomer Relationship
Management(CRM). Yet, the appeal of CRM is growing.New information
sources and sales channelscontinue to squeeze dealers and
vehicleOEMs out of key consumer-facing roles,while at the same time
creating a new classof better informed consumers who knowwhat they
want, where they can get it, andhow much it will cost before they
evencontact a dealer.
Meanwhile, corporate cultures andstructures seem unable to
orientthemselves towards consumer-centeredinitiatives. Information
still resides insilos within and across the retail channel,while
the custodians of this informationremain unable and sometimes
evenunwilling to share it. The prevailingtendency remains for OEMs
to push carsout to dealers that operate under incentiveschemes with
large bonuses for unloadingthem on customers by any means
possible.
Our Solution
The marketplace for CRM is one of themost dynamic in the world,
and Cap Gemini Ernst & Young is theundisputed European leader
in the field3.Our CRM-Integrated Solutions aredesigned to help our
clients rapidly andsystematically build the connectivity
andbusiness intelligence capabilities for world-class CRM.
By fully integrating their front and back-office business
operations, we help ourclients become more accessible and easierto
do business with. At the same time wealso make it easier for them
to know,target, sell to, and service their customersand prospects.
Simply put, we give OEMsthe capability to interact with
theircustomers the way their customers want.
Our CRM solutions cover marketing, sales,and customer service
processes in Europe,the Americas, and Asia, as well as across
allindustry verticals. With thousands ofconsultants worldwide and
numerouscompleted projects, we have theexperience to address all
issues relative toCRM including: strategy,
marketing,implementation, delivery, changemanagement, and
outsourcing.
As well as working in partnership withnumerous CRM providers,
includingClarify, Siebel, and Oracle, we have alsodeveloped our own
range of exceptionalCRM tools and accelerators,
Providing a Mobility Lifestyle
Picture yourself as a mobility provider to consumers who no
longer own their cars but instead purchase
a range of transport capabilities including air, rail, and boat
travel along with car rental. The opportunities
to interact with these consumers will have increased, along with
their expectations. Better informed than
ever, they will demand consistency of service across each of the
proliferating business-to-consumer
touch points, and they will seek a mobility provider that
supports their tastes and lifestyle.
4
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including Call Center Assessment, CRMAssessment (CRM
Index/IndustryBenchmark), Web Assessment, andRoadmap to CRM
(Visioning).
Our Key Service Offerings in CRM
Successful CRM initiatives need to alignwith overall corporate
values, and CapGemini Ernst & Young can help developthe roadmap
and business case required togain full business backing. Once
theprocess is underway, we provideMarketing Campaign
Managementsolutions including promotionalcampaigns and
loyalty/retention programsto help you make new customers ratherthan
just one-off sales.
We also operate Real-timeMarketing/dynamic pricing
consumeraccess channels offering relevantinformation and
transactional capabilitiesdirectly to the consumer. These
channelshelp integrate business intelligence at thepoint of
customer contact using dynamicbehaviour-based offer creation,
pricing, andscripting linked to a real-time customerfeedback
loop.
Our Touchpoint Integration serviceenables our clients to offer a
consistent,uniform customer experience across everyinteraction
channel they have with theirconsumers. This provides the
comfortingconsistency that consumers need, whilealso reinforcing
brand image.
Our Customer Intelligence/Data Miningfacilities employ depth and
breadth ofknowledge across all CRM businessprocesses, while our
Call/Contact CenterSolutions are helping to evolve traditionalcall
centers from cost to profit centers. OurSales Force
Automation/Effectivenesstechnology enables further prospecting
andselling capabilities by identifying cross-selling and up-selling
opportunities.
Cap Gemini Ernst & Young ranks
as one of the world's largest
Customer Relationship
Management (CRM) systems
integrators and the number one
CRM consulting firm in Europe.
In fact Gartner lists Cap Gemini
Ernst & Young as one of the leading
providers of CRM services. 3
3 Gartner Group - January 2001 In a turbulent economy, CRM
ESP's
must be agile. Colleen Amuso, Michael Maoz
5
Mindset
Strategy and Customer Philosophy
Value Segmentation Principle: Approach towards measuringvalue
and managing customerrelationships
Customer Scorecard Principle: Applied
performancemeasurements
Real-Time InformationManagement Principle:Approach towards
applying real-time business intelligence
Collaboration Principle:Corporate philosophy
Connectivity
Process and Infrastructure
Institutional Memory Principle: Degree of customer
viewcompleteness
Touchpoint Alignment Principle:Channel/touchpoint mix
One and Done Principle:Use and application of workflow
Closed-Loop Process Principle:Degree of front-office and
back-office integration
Customer ExperienceManagement: Level of infrastructure
integration
Two Dimensions in the CRM Equation
Cap Gemini Ernst & Young 2001
-
Telematics: Your New Round-the-Clock Sales Channel
6
Operating in partnership with a variety oforganizations
including telecomsspecialists, high-tech mobilecommunications
product manufacturers,computer hardware providers, and evenyour
competitors you provide a broadmobility-based service to your
customers.No longer viewed as a vehicle maker, youare instead
perceived as a service provideroffering a lifestyle brand.
Today
In this still immature market, numerousdedicated offerings are
delivered withnegligible cost/benefit ratios. You have verylimited
data on your customers lifestyles orhow they use their vehicles in
fact, theonly time you receive data is when the carcomes into
contact with one of your retail,service, repair or resale centers.
Even thedata you can collect such as service,statistics, speeds,
distances travelled, andon-board diagnostics is no use becauseyour
company is not geared up to handle it,never mind use it to sell
additional services.
Our Solution
Cap Gemini Ernst & Youngs expertise inTelematics solutions
offers OEMs significantopportunities to improve the
customerexperience. At the same time, OEMs canadd new revenue
streams based on:safety/security, automatic collisionnotification,
emergency response, stolenvehicle tracking, roadside assistance,
remotedoor unlocking, location-based routing
assistance, real-time traffic information,asset management,
fleet management,vehicle diagnostics, and data transmission.
Telematics could reduce OEM costs byimproving visibility of
vehicle operatingparameters in the field (e.g. reduced
warrantyclaims), and might also generate revenuefrom new,
non-traditional sources such as in-car infotainment and mobility
extension.
At present, most offerings for the consumersegment involve basic
safety and navigationfeatures, but Telematics is forecasted togrow
exponentially during the next five toten years. Some products are
alreadyleading the way, and numerous others arestill being
developed. The value web forTelematics has many players, but the
firstmovers should wield considerable swaywith the customer.
Telematics solutionsproviders have already taken a lead in
thecommercial segment of the market bycreating tailored software
offerings.
Combining our broad in-product softwareknowledge, our mobile
solutionsexperiences, and our in-depth knowledge ofboth the
Telecoms and Automotiveindustries, Cap Gemini Ernst & Young
isuniquely placed to help you address thechallenges of Telematics.
We can help youevolve your Telematics capabilities from adispersed
mix of computing and call centercapabilities towards a completely
integrated,multi-purpose facility communicating withall kinds of
services on one platform andwith a minimum of human
interference.
Picture yourself having 24-hour contact with your customers.
Embedded technology within each vehicle
tells you how often and in what manner they actually use their
cars, while also enabling two-way
communication between the driver and your customer call center.
New revenue streams are developed
from the services sold through this medium, and customer
retention rates rise as drivers grow more reliant
on your understanding of their preferences and your ability to
meet their changing needs in real-time.
-
7Our Service Offerings in Telematics
Cap Gemini Ernst & Youngs capabilities inTelematics
include:
1.Embedded software deliverycapability, software factories, and
fixed-time, fixed-date project capability.Currently we are
undertaking a projectof this kind with a major OEM. We alsohave
experience of working with a carmanufacturer to improve the speed
andquality of its software.
2.High-level consulting on embeddedsoftware, dealing with issues
such as: Configuration Management Software Process Improvement
Requirement Management Integration Management
3.Experience of building MobileInternet business, and
identifying andunderstanding the different value chainsin the
market. We are also a facilitatorfor different content, network,
anddevice suppliers, as evidenced by ourjoint venture with a major
telco operatorand equipment manufacturer, along withMobile Internet
Centers in Singapore,Utrecht, and Gothenburg.
4.Application Management on TechnicalSystems, taking over the
maintenanceand updates of earlier versions ofsystems, freeing
capacity for newdevelopment.
5.Architecture. Based on our IntegratedArchitecture Framework
(IAF) approach,we can deal with the translation of
business requirements into technicalsolutions.
6.Usability. We have numerousconsultants working on the look and
feelof these products, as well as thefunctional requirements for
e-business.
7.Product Roadmapping and PortfolioManagement. We advise on
whichproducts and technologies provideeffective re-use and avoid
overlappingfunctionalities. Sometimes this is part ofour IAF
approach, at other times it ispart of an independent
consultingassignment.
Cap Gemini Ernst & Young is
leading the way in topical
industry research every year we
produce Cars Online, a global
consumer and automotive
channel strategy survey. It is an
empirical study of the potential
for automotive sales and
distribution through electronic
commerce.
-
It costs $12m50m to set up a market-place; this implies an
investment of $1 trillion by 2004, at which time over halfof the
$3.4 trillion revenues from e-businesswill come from digital
marketplaces.Meanwhile, B2B marketplace revenues areprojected to
reach $1.7 trillion, with theautomotive industry as one of the
majorplayers. There are over 1,000 independentmarketplaces, a
figure that is expected togrow considerably before consolidating
atapproximately 2,000.
Today
With Order-to-Delivery still taking up to70 days and vehicle
developmentaveraging 42 months, digital technologiesthat facilitate
collaboration and theintegration of product design and supplychain
processes between enterprises are nolonger just an option they are
the key tofuture survival in the industry.
Automotive market pressures are forcing theOEMs structural
changes directly on to Tier 1 suppliers. Significant cost saving
andoperational rationalization are a necessaryconsequence.
Suppliers will need helpselecting the right technologies
andachieving successful integration of systemsand processes. They
will also need supportwith major cost-down programs across
theextended enterprise, where the focus will beon plant
rationalization and inter-companyalliances along with the
streamlining ofother indirect areas of the business.
Our Solution
Cap Gemini Ernst & Young is the leadingmarketplace
consultancy and was rankedNo.1 for integrated e-business strategy
and implementation by ForresterResearch4. With our worldwide
reputationfor innovative strategy work andexceptional delivery
capability, we play acentral role in the creation and deploymentof
electronic marketplaces. This is whymany leading industry
exchanges,including the automotive industryspremier B2B exchange,
have selected us astheir preferred consulting partner.
Our experience of helping companiesdevelop their marketplace
suggests themajor benefits from participation lie withinprocess and
organizational change.Marketplaces are rapidly evolving fromtheir
original focus on procurement toembrace new product development
andintegrated supply chain.
Service Offerings
Cap Gemini Ernst & Young offers businessconsulting, systems
strategy andintegration support, CRM and supplychain management,
strategy andtransformation, and business start-upsupport. For
companies that have alreadydeveloped a marketplace strategy, we
haveour Connect Solutions Centers a globalnetwork of technology
consultants withleading-edge knowledge of the technologyyou will be
implementing.
FastStart Your Marketplace
Picture a time when trade exchanges will manage your finance,
purchasing, and ordering operations, as
well as large parts of your supply chain. These exchanges will
move not only information, but also the
product itself. Eventually they will join across industries to
enable end-to-end trading that will link right
through from B2B to B2C. Customers will then be able to buy
commodity vehicles over an exchange not
dissimilar to that currently operated by the airline
industry.
8
-
9With so many B2B options available, it isvital to understand
the advantages andimplications of each one. To achieve this,
weprovide a B2B Roadmap showing howmarketplace initiatives can be
tied to existingbusiness objectives and future strategies.Each
initiative will be assigned a timeline,along with details of all
the resources,personnel, technology, and time required toachieve
its objectives. As a result, yourcompany will have an implementable
actionplan, along with a business case that statesthe value your
organization can derive fromB2B marketplaces.
FastStart
We offer speed to market with a FastStartengagement that
compresses months ofresearch into a streamlined process. Wemake
realistic plans based on yourcompanys infrastructure and then
clarifyyour goals. We help you select the righttechnology and then
guide you through tothe next step. Our goal-based initiatives
arenot just identified but prioritized and weoffer comprehensive,
informed decisionmaking often through our uniqueAccelerated
Solutions Environments wherekey stakeholders can meet and
worktogether during intensive, structured off-site sessions.
The FastStart Engagement Process
US CLIENT4"Cap Gemini Ernst & Young is the leading
marketplace consultancy....... and was ranked number 1 for
integrated business strategy......"
Forrester Fixing UK e-cl's Skills Deficit- May 2001 2000,
Forrester Research, Inc.
-
Powering New Product Development in the emerging e-Collaboration
environment
10
Picture a time when a brand new car can be designed and built in
12 months. Now you can respond
quickly and effectively to changing consumer tastes by
engineering the cars people want when they
want them.
This will be achieved through a greaterapplication of analytical
engineering,virtual design, and tighter collaborationacross the
distribution network. Anincreasing focus on value-added
activitieswill bring about significant productimprovements that
enhance quality andreliability and result in greatly
improvedcustomer satisfaction and loyalty.
Today
Auto-makers spend a great deal of timeand energy trying to
predict whatconsumers will want from their vehicles inthree to four
years time. Yet, even with theforecasted reductions in cycle time
toapproximately 30 months, there remainconsiderable inefficiencies
and numerousunnecessary iterations.
Global programs, increasing supplierdesign, and OEM-supplier
consolidationare all factors that dictate a growing needto change
the ways program teams operateand communicate. This is especially
trueagainst a backdrop of shrinking cycletimes, intense
competition, continualscrutiny of cost/quality, and greatercustomer
demand for product innovation.
The real question is: does the model beinganalyzed truly reflect
the latest design intent?Analytical engineering tools have
improvedbut are still only as good as the models anddata being
analyzed and there remainnumerous internal barriers to
collaborationacross the product developmentorganizations within
online exchanges.
If these challenges are to be met, e-Collaboration must support
newapproaches and communications methodsamong all stakeholders in
the productdevelopment community.
Our Solution
Collaborative Product Development is abusiness strategy that
uses e-Collaboration,and new virtual design tools to
launchinnovative products and services in themarket. It achieves
revenue growth bytaking products to market faster and byencouraging
product development processefficiency and effectiveness,
minimizingnon-value-added activities andstreamlining development
activities.
Any significant player in automotive mustdevelop an
e-Collaboration plan thataddresses the issue not sequentially,
butwith concurrent initiatives in three areas:internally;
collaboratively with suppliersand consumers; collaboratively with
anintegrated exchange that enables not onlydesign but also
purchasing and supplychain activities.
Cap Gemini Ernst & Youngs HighPerformance Product
Developmentframework (HPPD) is designed forcompanies that wish to
leverage theirproduct development capabilities as acompetitive
weapon to drive bothprofitability and revenue growth. In doingso,
HPPD goes beyond the traditionalsupport of engineering processes
(productdesign, engineering change management,and product data
management) to embracethe entire product lifecycle:
-
11
Product and portfolio planning
Advanced development
Product program execution
Post-launch enhancement and support
People, technology, and knowledgemanagement enablers
Having worked with a variety of Fortune500 companies including
AutomotiveOEMs and system and componentsuppliers, our unique
perspective andproven track record establish us as theleading
provider of product developmentservices to manufacturing
organizationsaround the globe.
Our project experience and research hasgiven us tremendous
insight into theprocesses, technologies, and organizationalaspects
required not only to deliver fast,effective product programs, but
also toaddress such key areas as idea generation,technology
development, and productportfolio management.
Our product development professionalsleverage this knowledge
plus ourimplementation-based approaches to convertimprovement
opportunities rapidly intobusiness results. By doing so, we have
helpedclients dramatically improve their time tomarket, reduced the
investment required tolaunch new products, and improved thesuccess
rate of those product launches.
If your company faces similar challengesand has a history of
poor productlaunches, if your technology constantlylags behind the
competitions, or if yousimply want to improve your
competitiveadvantage and increase market sharethrough improving
product development,we can help you migrate to HighPerformance
Product Development.
Service Offerings
We believe the ability to implementCollaborative Product
Development isbased on leveraging different enablers in anew and
integrated way. Our portfolio ofservice offerings enables us to
address allthe key success factors and providessolutions for
business and technical issues.
Our service offering covers:
Strategy Consulting
Business Solution Consulting
Technology Design, Implementation,Deployment, and B2B
ApplicationIntegration
Cap Gemini Ernst & Young has hundreds ofdifferent resources
involved in CollaborativeProduct Development organized in a global
speciality Service Line CollaborativeProduct & Service
Innovation.
The Service Lines
The main elements are:
B2B Collaborative OperatingSystem Design and Implementation
Collaborative Operating SystemDeployment
Dealer Portal Design,Implementation, and Deployments
New Product Development PortalDesign and Implementation
Development of Accelerated NewProduct Development Processes
Design of HPPD Processes andTechnologies for very large,complex
products
Cap Gemini Ernst & Young 2001
-
Managing the Speed of Change
12
Every important innovation creates a dislocation. New
opportunities, new markets, and even some
reduction of cost will result, but these opportunities can also
benefit your competitors, some of whom
may not be saddled with legacy systems.
Your anticipation of, or reaction to, suchdislocation may
determine your ability tosucceed in the new business climate. But
youdont have to go it alone. Cap Gemini Ernst &Young can
provide the insight you need toexploit the full potential of your
existingoperations, while preparing you for thechallenge of new and
disruptive technologies.
With our innovative and creative accelerators(Accelerated
Solutions Environment andAdvanced Development Centers), Cap Gemini
Ernst & Young will help you tomeet and manage the speed of
change, bydelivering the required strategies andsolutions and
delivering them fast.
Accelerated Solutions Environment (ASE)
A 3-day intensive decision-making workshopthat brings together
numerous differentgroups, including: representatives from thekey
businesses, subject matter specialists,various other stakeholders,
the Cap GeminiErnst & Young management team, and ourbest
facilitators. The work is done in a uniqueenvironment with the
capacity for 40 to 80participants who can be switched
rapidlybetween the full group and breakout teams.The ASE affords
ready access to extensivecommunication facilities, including links
toCap Gemini Ernst & Young offices andknowledge centers around
the world,databases and other online informationsources, and
document production, videorecording/editing and support facilities.
As itsname suggests, the environment is sustainedby a set of unique
processes that enable largegroups to achieve breakthrough solutions
inlightning-quick times.
Advanced Development Centers (ADCs)
These centers provide a unique means tocreate fast, effective
technology solutionsfor businesses. We offer an in-house
teamskilled in technology design, build, andimplementation, and we
actively promoteand facilitate re-use of proven industrycomponents
(e.g. database designs,technical architectures,
softwarecomponents), saving time and moneywhile minimizing
risk.
-
Engagement team briefing
Structure pre-work knowledge gathering
Begin to gather information and assemble knowledge
START UP PROJECT
TEAM MEETING
SPONSOR TEAM
MEETING
1/2 DAY WALK
THROUGH
ASE EVENT
1/2 DEBRIEF
TRANSITION SUPPORT
Meet with ASE facilitator to co-design DesignShop
Discuss issues to be addressed
Decide on participant list
Start pre-work collation of Knowledge Objects
Workstreams gather appropriate current and future state
knowledge
Manage participant list
Manage DesignShop expectations
Walk through DesignShop Agenda
Meet with ASE facilitator to debrief the DesignShop
Discuss achievements
Design the work product
Discuss the preparation and delivery of appropriate work
products
Engagement team receive and integrate the DesignShop outputs
into project workstreams
-30 days -21 days 0 day 24 days13 days 1 day Scan Focus ActThe
ASE accelerates decision making by using a Scan - Focus - Act
model
SCAN Build foundation
for a high-performance team
Engage with industry trends, industry experts, and leading
practices
Create a common language
Uncover critical assumptions and issues
Explore metaphors
Create visions of solution
FOCUS Test models and
play What If? Rapidly
prototype potential solutions
Evaluate options Clarify
expectations Uncover and
remove barriers to change
Address the situation in all its complexity
ACT Create group
alignment and intention to act
Make definite decisions
Engineer all aspects of the solution through parallel
processing
Establish detailed long and short-term action plans
Preparing for the ASE
13
Your Future...?
What does the future mean for you? Can you see yourself and your
organization in the picture painted
above? Do you have a choice? How do you stay ahead of the
competition?
The future starts today, and Cap GeminiErnst & Young is
helping clients across theglobal automotive industry to build
theirown future. We can do this because wehave something unique: an
innovative, yetpragmatic set of solutions that combines
aspeed-to-market approach with arecognized capability for
delivering abovecustomer expectations.
Whats more, we remain the onlyconsulting company in the world
thatmeasures and publishes client feedback onprojects we implement.
As world leaders in
the automotive industry, Cap Gemini Ernst& Young has an
unparalleledunderstanding of the industry, a hugebreadth of
capabilities, and a proven abilityto deliver anywhere in the world.
Weemploy dedicated automotive industryconsultants in bases
worldwide performingmultiple engagements with every OEM, aswell as
with the leading B2B exchange,many Tier 1 and Tier 2
automotivesuppliers and exchanges, and numerousmarket-leading
automotive retailers.
-
Our People Deliver
14
Our companys reputation stems from our uncompromising focus on
delivery. We have proved time and
again that we can deliver results and we have a process, unique
to the industry, that measures and
records our clients satisfaction: OTACE (On Time and Above
Customer Expectation).
OTACE The Key is Delivery
Many consultancies provide strategicvision, but do they follow
through tocompletion of the project? We do.
OTACE is not a vague philosophy oraspiration. We work closely
with ourcustomers to measure our performanceand then we publish the
results. OTACEhelps us to understand our customersbetter and
ourselves.
Its a tough standard, but a rewarding one.Especially when our
customers tell us wehave exceeded their expectations.
Global and Local Reach
We have critical mass in 30 differentcountries around the world,
delivered viaour eight regional organizations all ofthem powerful,
fully capable businesses intheir own right. This enables us
toaccompany our multinational clients whilethey roll out change
across differentcountries. While doing this, we can bringbest
practice from one region to anotherand our global reach ensures our
clientsalways receive the best we can deliver anywhere,
anytime.
Alliance Partners
We have built a strong link with ouralliance partners. These
include SunMicrosystems, Microsoft, Oracle, Siebel,Cisco Systems,
SAP, Manugistics, i2, andHP, all of them specialists in
deliveringspecific IT solutions. Together with ourpartners, we can
offer a full breadth anddepth of capabilities and resources
fromstrategy to IT implementation to e-business.
-
15
Our Breadth of Services
Cap Gemini Ernst & Young has been in theApplications
Management (AM) businesslonger than anyone else and we were
thefirst to market an Application OutsourcingService in the early
1990s. We have agrowing range of key service lines and
newmarket-focused offerings, including arounda hundred key
offerings that enable us todeal with virtually any and
everyconceivable customer requirement.
These service lines lie at the heart of theCap Gemini Ernst
& Young approach tothe marketplace. They enable us to
identifyand re-use best practices for the benefit ofall our
customers, removing theuncertainty and the unacceptablevariations
in delivery quality that have longbeen endemic within IT and
consulting.
They provide the built-in centers ofexcellence on which we can
rapidlydevelop new solutions, and they are key tohigher levels of
agility, consistency,productivity, and quality for all our
clients.
Each service line consists of:
Methods, tools, and techniques
World-class alliance partnerships
Ability to mobilize world-class humanexpertise in support of
offerings
Capture and roll-out of best practice
Technology Consulting
Advanced Development and Integration
Support Services
Network Infrastructure Solutions
Technology
Applications Management
Infrastructure Management
Business Process Management
Operate
Supply Chain
Customer Relationship Management
Extended Enterprise Applications
Euro Transformation
User-Centered Solutions
BusinessSolutions
Consulting
Strategy and Transformation
e-Strategy
m-Commerce
B2B Marketplaces
StrategyConsulting
Our global network of centers supports these services
Cap Gemini Ernst & Young Delivers the Full Service
Spectrum
-
16
We have recently been declared
the Automotive Consultancy
Company of the Year, 2001, by
The Institute of Transport
Management
-
Giving you the Confidence to Move Forward
17
Cap Gemini Ernst & Young is one of the largest management
and IT consulting firms in the world. The
company offers management and IT consulting services, systems
integration, and technology development,
design, and outsourcing capabilities on a global scale to help
businesses continue to implement growth
strategies and leverage technology in the new economy. The
organization employs approximately 60,000
people worldwide and reports global revenues of about 8.5
billion (2,000 pro forma).
Our mission is to help companiesworldwide to optimize their
operations by improving their use of people,management, and IT. We
help our clientstake innovative strategic decisions andthen work
with them through businesstransformation and then support.
Whether we are using e-businesstechnologies to rationalize our
clientssupply chain or enhancing their customerrelationships to
increase demand, ourobjective is to devise and then
deliversustainable competitive advantage.
For more information about Cap GeminiErnst & Youngs
automotive capabilities,please call +44 (0) 845 603 3331, e-mail
[email protected] orvisit www.cgey.com
Cap Gemini Ernst & Young is the
global leader in applications
management. 5
5 IDC European Report 2000 'AM -
Overshadowed by ASP, but more clients