At the China Automobile Supply Chain Summit, business leaders issued these suggestions for industry reform.

At present, the international environment leads to the counter-current of globalization, and countries and regions have protectionism in technology, and the automobile industry is no exception. The global challenge of COVID-19 epidemic has led to the fragility and uncertainty of the automobile supply chain. The development trend of the industry represented by automobile modernization and intelligent networked vehicles has also reshaped the traditional automobile industry.

Under the above background, at the 2020 China Automobile Supply Chain Summit 165438+ held on June 26-27, relevant leaders and experts of mainstream enterprises and suppliers expressed their views and suggestions on the current and future problems of the automobile industry.

"The future has entered the era of Internet of Everything", Zhao Fuquan, president of Tsinghua University Automotive Industry and Technology Strategy Research Institute, said at the meeting: "Why are cars so hot? Behind it is the potential value of the Internet of Everything. "

He said that smart cars will bring together almost all the next-generation advanced technologies of mankind, and any new technology has nothing to do with cars. This round of scientific and technological revolution is changing the society, and the automobile is the biggest carrier, leader and grasper of the new round of scientific and technological revolution. In fact, we don't need to create many cars. As long as we reorganize all digital technologies in a new round, we will change this industry.

The expert who has many years of observation experience in the automobile industry believes that there is one biggest difference between the future and the original. What is invisible is the same, and what is visible is different. On the contrary, the trend of future product development is that what is visible is the same, and what is invisible is different. This is the biggest difference between hardware and software. "What makes the intangible different? It is to achieve evolutionary performance through software iteration, which is the core. " Zhao Fuquan said.

Regarding this year's special environment, he said: "There is no epidemic or anti-globalization. Many large enterprises are also thinking about the layout of things with longer cycle. In order to meet the rapid market response, the cost increase brought by the shortening of this part of time is far more regrettable than losing the market for a long time. "

In his view, transformation is inevitable, and "long-term pain is better than short-term pain".

From the perspective of suppliers, the transition window they face is shorter than that of automobile manufacturers, and they need to be at the forefront of the industry.

Yang Weihua, president of Faurecia Gele Electronics in China, said: "No matter what the concept is, it is easier to realize a software-defined car around consumer demand. Software is based on hardware, and any software must run on hardware. Hardware provides the possibility of software, and software empowers hardware. "

The deputy general manager of Neusoft Ruichi Automobile Technology (Shenyang) Co., Ltd. and the chairman of Ruichida New Energy Automobile Technology Co., Ltd. believe that the combination of software and hardware must be the rapid development of new models. For users, it was originally said that they could see a new car in five years, but now it is 24 months, or even 18 months. It will be faster and end users will have more choices.

Wu, CEO of Zhongke Chuangda, believes that the car is just a thing that carries this kind of intelligence. The order of magnitude of cars here is relatively large, involving safety functions, with large investment and cutting-edge research. For customers, cars will be eliminated if they are not defined by software, which is passive and forced to go to some extent. For customers, it is more about the growth of new demand and other demands. Software can provide a lot of value at this time.

Shen Feng, executive vice president of Weilai Automobile, as the head of one of the new head enterprises, said that many new companies have emerged because of the emergence of intelligence, such as monitors, controllers, chips, algorithms, big data, apps and so on. "We have seen many new phenomena, many new companies and many new technologies. In the past, there were fewer and fewer single relationships, and many things were done together. Wei Lai usually describes this single relationship as a solo, but now it has become a symphony, and many (manufacturers) put it together to achieve one thing. "

The supply and demand relationship between suppliers and OEMs is no longer single, and the level between suppliers is no longer clear. The cooperative relationship between them is greater than supply and demand.

Not only the thinking of suppliers has changed, but also the central enterprises with "traditional taste" such as FAW have a strong desire for change.

Liang, assistant general manager of China FAW and general manager of product planning and project management department, shared that China automobile industry has entered the 4.0 era. 1.0 era, the first automobile factory was established, almost by hand. The 2.0 era is a joint venture era of Volkswagen, GM and domestic car companies. The 3.0 era is an era of rapid rise of independent brands.

In the era of 4.0, automobile products have changed from vehicles to intelligent service living spaces.

Zhang Guozhong, deputy general manager of Chery Automobile Co., Ltd. believes that the supply chain ecosystem is no longer just a supplier, manufacturer, wholesaler, retailer and service provider, nor is it just a trinity of information flow, logistics and capital flow. Now, it has combined new Internet technologies such as Internet, cloud computing and big data with supply chain services to form an aggregated and diversified organization.

In his view, supplier management is the core issue of procurement strategy, which not only determines the growth space of enterprises, but also determines the health of enterprise development.

"In the past, suppliers' purchasing strategy and understanding were generally QSTP (quality, service, technology and price), and we must focus on sustainable development in the transformation," she pointed out. "Why do you want to mention sustainable development? As we all know, we are one of the problem makers. The automobile industry does have some impact on the environment, so we must become the problem solvers. The second is government regulations and market requirements. Third, don't do it one by one. That era has passed for a long time. Now is the demand of the market, the demand of consumers. They need to buy environmentally friendly and healthy products from responsible, sustainable and environmentally friendly original equipment manufacturers. This has become just the need of the market. "

At present, the automobile supply chain system, resource elements are being re-integrated, and the ecology is being reconstructed. Whether it is a traditional OEM, a component supplier or a new car-making force, we should and are recognizing an irreversible trend-transformation, cooperation and win-win situation. This is the way to survive in the future.