outlook
Smart Mobility is a Game Changer for OEMs
T
he quantum shift in the automotive ecosystem means OEMs must make smart investments in the upcoming year to survive in a marketplace marked by continu- ous change. The industry players who are able to respond to these market changes, hedge their bets and pursue strategic opportunities will be the ones in the best position for the fu- ture. We see three key factors driving innovation in response to industry trends and challenges that mobility providers should take into account to stay ahead of the game. The diesel issue of last year will serve as an impetus to
invest more R&D in the development of alternative fuels and powertrain electrifi cation. As the workhorse of the long- haul trucking and rail industries, diesel engines have a solid reputation for durability and fuel economy, but increasingly stringent regulatory requirements for emissions have made it a tough bet for most automakers. Recent revelations around emissions have undoubtedly adversely affected diesel’s repu- tation as an eco-friendly alternative for the small family car. Gaining momentum in the shift away from the internal combustion engine is the fact that policy makers remain very open to electromobility. Consequently, traditional OEMs are looking toward the next generation of transportation and more aggressively pursuing battery electric vehicle, hydrogen and other alternate sustainable fuels. Similarly, traditional OEMs, new entrants and disrupters like the Google self-driving car, are making signifi cant prog- ress in developing a fully autonomous driving experience. Connectivity continues to transform the auto industry. Now the real story is the integration of autonomous vehicle technology with the mobile service economy. While most automakers are still in the fi rst phase, known as the “autonomous-assisted driving stage,” the focal point will shift from car features to intelligent services, with cloud service providers playing an increasing role in vehicle devel- opment. Because cars today are also transmitting data, ac- cess to the Web is fundamentally reshaping human machine interfaces (HMI), safety and infotainment.
Olivier Sappin
Vice President, Transportation & Mobility, Dassault Systèmes
Consequently, a whole new business model is emerg- ing. The integration of mobile and high-tech services with automotive technologies is driving OEMs to question whether they are able to become mobility service providers. This expands the focus beyond vehicle sensing technology to the eminent need for a smart infrastructure. Augmented data including tourism and entertainment for passengers, weather and safety data, and the location of charging stations for electric cars is just the beginning. Next-generation players know that connectivity is the future of transportation. Globally, we are in the midst of digital transformation that has accelerated rapidly through exponentially growing technologies. These include artifi cial intelligence, advanced robotics, autonomous drones and sensor technology. This fourth industrial revolution leveraging the “Internet of Things” is the next step in the supply chain. Cloud-based solutions will become increasingly important to Industry 4.0, especially in terms of vertical integration. In the future, smart factories using Cyber-Physical Pro- duction Systems will enable manufacturers to customize production based on customer preferences, as well provide networking to procurement and purchasing, warehousing and inbound logistics to enhance the global value chain. To realize the tremendous potential of Industry 4.0, new IT infrastructures may need to be developed to support a full range of components, networks and applications. Silicon Valley, with its giant high tech and Internet companies, will continue its foray into the automotive busi- ness. This development will have a major impact, bringing multiple new technologies that will provide a brand new ex- perience for consumers. Traditional OEMs will increasingly step into this “Age of Experience” with aggressive enhance- ments to their service offerings and manufacturing capabili- ties. By leveraging operational excellence and embracing digital technologies as key to their business strategies, they will remain competitive and have a strong impact the auto manufacturing industry globally.
15 — Motorized Vehicle Manufacturing 2016
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