The automotive industry is on the edge of a revolutionary change: Electric-Hybrid powertrain technologies along with autonomous driving will disrupt the concept of vehicle in the next decades, while emerging countries, namely China and India, are establishing among the big global players. In this context New Product Development (NPD), the process of turning a concept into a marketable product, is becoming strategic and a source of competitive advantage for the firms involved in this field. There is urgency for carmakers and their supply chain to develop new competences, technologies, to launch new investments and reshape their organizations in order to win the battle for the dominant design. If not enough, these ambitious goals shall be achieved fast and must meet the demanding needs of final customers. The thesis study focuses on the management of the New Product Development (NPD) process, aiming at analysing how and why the traditional managerial approaches would change under this new competitive scenario. The study is performed through the case study of a Tier-1 company, selected because it is representative company of the changing context: A worldwide excellence in the internal combustion engines component field and an emerging organization in the electrification field. The author finds emblematic the words of President and CEO of the company: “The winner is the fastest and the most competitive, so the company with leading ideas and able to develop competences and strategic technologies necessary to master the complexity, thus winning the play of the dominant design. […] The competitive advantage will be retained by the company able to transform itself from a component supplier to a provider of integrated systems.”
L’industria dell’automobile sta per intraprendere un cambiamento rivoluzionario: Le tecnologie Ibrido-elettriche e la guida autonoma rivoluzioneranno il concetto di auto mentre nazioni emergenti (Cina e India) si inseriscono tra i grandi attori globali. Per le aziende coinvolte in questo cambiamento diventa strategico e fonte di vantaggio competitivo il processo di sviluppo nuovo prodotto, ovvero la sequenza di attività che trasformano un semplice concetto in un prodotto vendibile sul mercato. C’è quindi urgenza per i produttori di auto ed i propri fornitori di sviluppare nuove competenze e tecnologie, lanciare investimenti e adattare la propria organizzazione per vincere la sfida del design dominante. Questi obiettivi, sebbene ambiziosi e sfidanti, vanno raggiunti nel minor tempo possibile e rispettando le esigenze dei consumatori finali. Il lavoro di tesi si concentra quindi sulla gestione del processo di sviluppo di nuovo prodotto e mira ad analizzare quali sono gli approcci di management tradizionali e come questi cambiano sotto le logiche di questo nuovo contesto. Viene preso in esame il caso studio di un’azienda che opera come fornitore per le case automobilistiche perché rappresentativo di questo cambiamento: Una realtà di eccellenza nel settore componentistica per motori a combustione interna ed emergente nel campo dell’elettrificazione. Sono emblematiche le parole del Presidente e CEO dell’azienda che interpretano lo scenario competitivo: “Vince chi è più veloce e chi è molto competitivo, quindi chi ha idee innovative e chi sarà in grado di sviluppare le competenze e le tecnologie necessarie per dominare la complessità e vincere la partita del design dominante. […] Il vantaggio competitivo sarà di chi sarà in grado di passare dal produrre componenti a sviluppare sistemi integrati.”
The impact of new mobility trends on new product development in the automotive supply chain : case study of a tier-1 supplier
GEROSA, LORENZO
2019/2020
Abstract
The automotive industry is on the edge of a revolutionary change: Electric-Hybrid powertrain technologies along with autonomous driving will disrupt the concept of vehicle in the next decades, while emerging countries, namely China and India, are establishing among the big global players. In this context New Product Development (NPD), the process of turning a concept into a marketable product, is becoming strategic and a source of competitive advantage for the firms involved in this field. There is urgency for carmakers and their supply chain to develop new competences, technologies, to launch new investments and reshape their organizations in order to win the battle for the dominant design. If not enough, these ambitious goals shall be achieved fast and must meet the demanding needs of final customers. The thesis study focuses on the management of the New Product Development (NPD) process, aiming at analysing how and why the traditional managerial approaches would change under this new competitive scenario. The study is performed through the case study of a Tier-1 company, selected because it is representative company of the changing context: A worldwide excellence in the internal combustion engines component field and an emerging organization in the electrification field. The author finds emblematic the words of President and CEO of the company: “The winner is the fastest and the most competitive, so the company with leading ideas and able to develop competences and strategic technologies necessary to master the complexity, thus winning the play of the dominant design. […] The competitive advantage will be retained by the company able to transform itself from a component supplier to a provider of integrated systems.”| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/154493