Parts and components are the soul of the whole vehicle. To do a good job in the car, we must have good parts to support it. Nowadays, in the environment where Chinese cars have improved their quality and matched with internationally renowned parts manufacturers, how are the car companies? Adjusting the development route of the parts and components of the enterprise itself, here, the author has taken stock of the development of parts and components of major domestic private car companies. The author finds that all major car companies are strengthening their own R&D strength without exception. The introduction of foreign suppliers and the integration of international resources seem to be the general consensus of today's car companies.
Great Wall: The "double-threaded" parts and components line is gradually clear around the business policy of "focusing on quality, reforming research and development, and deepening management". Great Wall Motor has established a platform to surpass international benchmarks and build technology development based on the integration of global high-quality parts and components. The business model of product innovation capability. This seemingly simple 12-character policy is actually the experience of Great Wall Motor over the past two decades. On the one hand, Great Wall Motor strengthens the vertical integration capability, enhances the self-production capability of key components, and enhances the cost competitiveness of enterprises; on the other hand, develops strategic partnerships with international core component suppliers, masters core technologies, and ensures the quality of complete vehicle products. The configuration requirements follow the international trend. This has formed the development route of the "double-threaded" parts unique to the Great Wall.
International Component Enterprise Cooperation under the “Three Highs†At the end of April this year, the Great Wall H8 announced its third listing. After more than seven months of joint efforts with ZF in Germany, Great Wall Motors solved the problem of the H8 rear axle final reducer. In the face of the twists and turns of H8, Wei Jianjun, the chairman of Great Wall Motors, bluntly said: “The independent brands must challenge the high-end and have the opportunity to expand overseas.†In fact, since the first Great Wall pickup in 1998, Wei Jianjun has been planning. The internationalization strategy of Great Wall Motor. An engineer from Great Wall Motor responsible for the design and development of new products told reporters: "In recent years, we have more and more opportunities to communicate with international parts companies, covering all aspects of new car development." April 8, 2011 At the Great Wall Motor Internationalization Strategy Seminar held in Beijing, Great Wall Motor's international strategic development thinking based on the international R&D strategy and characterized by the product “three highs†strategy (high technology, high performance, high quality) was obtained. Affirmed by industry experts. The upgrade from general product supply to international strategic cooperation and simultaneous research and development of new products has become a major feature of Great Wall Motor's cooperation with international parts companies. In the following two years, the Great Wall Motor was in full swing, with more than ten such as Ricardo, Mahler, Autoliv, Pohang, Brose, Delphi, Trina, Total, Hella, Schaeffler, 3M and Dassault. Internationally renowned component companies signed strategic cooperation agreements covering powertrain, chassis control, body design, electrical systems, and interior and exterior trims.
In fact, the successful listing of Changcheng Automobile in 2003 was the key to boosting its international cooperation. In 2007, the H-share issuance once again enhanced Great Wall Motor's position in the international capital market and increased the bargaining power of Great Wall Motor's cooperation in attracting foreign investment. "Technically, after several years of strategic cooperation, Great Wall Motors has been able to assemble almost all of the most popular fresh configurations of its new models." An industry expert gave Great Wall Motor such an evaluation. Great Wall Motor's 2014 annual report shows that based on the future development strategy, Great Wall Motor will launch more SUV models to form large, medium and small; high, medium and low grade; urban and off-road; gasoline, diesel and other different specifications and styles. Product matrix.
Intentional divestiture of parts and components, establishment of independent parts group On June 18, 2000, Great Wall Internal Combustion Engine Manufacturing Co., Ltd. was established, and Great Wall Motor became the earliest enterprise with independent core brand. In the past 15 years, Great Wall Motor has never stopped researching and developing core components such as engines and transmissions, especially since it has continuously strengthened its independent research and development capabilities. The H8 incident highlights the shortcomings of Great Wall Motor's R&D system, which has led to the transformation of Great Wall Motor's R&D system. The purpose of the change is to strengthen the pre-planning of products, pay close attention to the source of design, and improve the quality of product design. In 2014, Great Wall Motor's R&D expenditure reached 2.571 billion yuan, accounting for 4.11% of operating income, and R&D expenses continued to increase. This year, the Great Wall Motor New Technology Center will be put into use, including R&D center, trial production center, test center, modeling center and data center, to further enhance R&D capabilities.
Combined with the ever-increasing R&D strength, Great Wall Auto Parts' own production capacity is improving, and it has more than 30 holding subsidiaries. Great Wall Motor's H-share listing in 2003 and refinancing funds in 2007 were mainly used to build new plants, increase the high-tech facilities of complete vehicles and engines, and expand existing parts production plants, including front and rear axles, frames, interior fittings and other attachments. In 2011, Great Wall Motor's A-shares were listed, raising 3.166 billion yuan for a total of seven expansion projects for engines, transmissions, axles and brakes, interior and exterior trim and automotive lights. These projects are built around the Great Wall Motor Tianjin and Baoding production bases. As of the end of 2014, almost all projects were completed.
During the interview, some experts pointed out that with the improvement of the parts business, Great Wall Motor has the possibility of divesting parts companies and establishing independent parts groups to enhance business flexibility and bring orders income outside the group. In fact, in 2001, when Great Wall Internal Combustion Engine Co., Ltd. developed the 491QE multi-point EFI engine, it began to supply a number of domestic automakers. Today, Great Wall Auto Parts business includes self-manufactured engines, transmissions, front and rear axles, air conditioning equipment, steering pin and tie rod assemblies and other components for the production of complete vehicles. In 2014, Great Wall Auto Parts and other operating income was 3.245 billion yuan, an increase of 8.61% over 2013.
BYD: Changing and Unchanging Status in Vertical Integration For BYD, which has entered the automotive industry for 12 years, its parts business is in a state of vertical integration. What remains unchanged is that BYD still insists on vertical integration; the change is that the way of vertical integration has changed a lot.
In 2014, BYD's operating income was 58.2 billion yuan, a year-on-year increase of 10.09%, and net profit was only 434 million yuan, a year-on-year decrease of 21%. Among them, the revenue growth of automobiles and related businesses was only 3.03%. In order to meet the development of new energy technologies and the matching funds for the launch of new models, BYD did not allocate profits for 2014, nor did it convert capital reserves into share capital. BYD does not seem to have continued the “second take-off†in 2013, more like the three-year reforms that are still in place after 2010. In fact, since entering the automotive industry in 2003, BYD has insisted on technological innovation and has mastered a large number of core technologies in vehicle manufacturing, mold development, and vehicle development. BYD interprets the “vertical integration†of the industrial chain.
From cost reduction to integration technology transformation In July 2002, BYD wholly acquired Jichi Mould Factory; in 2003, BYD became the world's second largest rechargeable battery manufacturer; in the same year, Wang Chuanfu, who wanted to build electric vehicles, had 270 million yuan. The price of the acquisition of a 77% stake in Qinchuan Automobile. With the help of capital power and technology accumulation in the IT and battery industries, BYD promoted “vertical integrationâ€, and its F3 launch in 2005 achieved a huge cost advantage, and several models that were subsequently reversed were also maintained. With good sales, BYD quickly has a stable market. "BYD chose vertical integration and achieved rapid success, but it also laid the groundwork for the subsequent market downturn," an industry expert told reporters. In fact, Wang Chuanfu, chairman of BYD's board of directors, tried to cooperate with excellent parts suppliers at the beginning of the integration of the automobile industry chain. However, this new brand is not very attractive to most parts and components, and the supporting price is high. Therefore, BYD will replicate its vertical integration experience in the battery industry to the automotive industry. In addition to glass, tires and steel plates, BYD has made achievements in various types of auto parts manufacturing, especially the self-developed 1.5T turbocharged engine and 6-speed dual-clutch transmission. It is reported that BYD Auto has more than half of its value components and is still self-produced to maximize the profit of the whole vehicle.
In 2010, BYD's pursuit of sales eventually led to the retreat of dealers and a sharp decline in performance. In order to quickly improve product quality, BYD has also begun to strengthen cooperation with foreign companies such as Bosch and BorgWarner in wiper, brake, turbocharging and mold manufacturing. In 2013, Wang Chuanfu, who has been thinking for three years and leading the company for three years of adjustment, has a new understanding of the vertical integration of the industrial chain. He said that vertical integration is still the basis of BYD's future innovation. In the past, it was to reduce costs and improve efficiency. Nowadays, vertical integration is the integration of multi-field superior technologies, and talent integration, which can guarantee BYD's automotive industry technology in the next few years. Stand out in the process of change.
Vertical integration effect is still pending approval. On June 4 this year, BYD announced a non-public offering plan, plans to raise 15 billion yuan for investment in iron-powered lithium-ion battery expansion projects, new energy vehicle R&D projects, supplementary liquidity and repayment Bank loans to meet the needs of the rapid development of new energy vehicles. In 2014, BYD's new energy vehicle sales increased by about 9 times, and new energy vehicle revenues increased by about 6 times. Due to insufficient battery capacity, BYD has already accumulated a lot of new energy vehicle orders. The new energy vehicles produced by BYD are all equipped with self-produced power batteries. Lithium-ion battery technology advancement and cost reduction are important driving forces for the future development of the new energy vehicle industry.
Compared with other auto companies, BYD's layout goal in the parts business is more clear. For example, the fundraising project includes a 6 billion yuan lithium-ion battery expansion project, which can realize the large-scale production of lithium-ion batteries and the vertical integration of the industrial chain, reducing production costs. BYD's investment in new energy vehicle R&D projects is to accelerate the comprehensive layout of the upstream and downstream segments of the new energy vehicle industry chain. Focusing on the “7 4†strategy, the new energy vehicles will cover 7 major target markets (private cars, buses). Vehicles, taxis, sanitation vehicles, intercity passenger vehicles, logistics light trucks, construction vehicles, and four special vehicle markets (special vehicles for warehousing, airports, mines, ports) to achieve full coverage of transportation vehicles. In fact, in the process of working with Daimler to build a competitive position, BYD shared a lot of experience in parts manufacturing, integration and commissioning, and expanded the ability of R&D and manufacturing of new vehicles. This also makes BYD more confident to face. Promote mature electric vehicle technology in a wider market segment.
The highly vertically integrated business model has become the core strength of BYD's competitive advantage. By realizing the control of upstream raw material costs, BYD minimizes production costs and improves efficiency, and creates a low-cost operational capability. Industry experts believe that the business of BYD's IT, new energy and automobile industries can be cross-operated. Its R&D strength in the field of new energy technology is unmatched by other independent brands, which makes BYD more advantageous in the market competition.
Geely: The parts and components sector is doing a "subtraction" of the development strategy of the parts and components of the Fajili Automobile, and it is clearly taking a new path.
Geely has successively sold traditional advantage parts companies including DSI in the current situation that many automakers continue to increase the strength of their own parts and components enterprises through joint ventures and cooperation. Although Geely is also acquiring connected car and new energy vehicle manufacturing and parts companies, there are indications that Geely is not hesitating to do the "subtraction" method in the field of traditional parts and components.
The 2014 Geely Annual Report mentioned that the sale of traditional parts and components enterprises is to optimize the efficiency of funds, focus on building the quality of the whole vehicle and enhance the brand image. In the past five years, Geely Automobile has invested a large amount of money to revitalize Volvo Cars. Under the support of Volvo's superior technology module platform, Geely Automobile has continuously abandoned the traditional parts industry and gradually shifted its focus to the technical reserves of future cars such as smart and connected.
Shortly before the division of the parts business, Li Shufu, chairman of Geely Group, released the future development strategy of Geely Automobile.
Li Shufu pointed out that for the future, Geely Group has a unified deployment, and has clearly planned a platform and generalized R&D strategy based on KC and FE platforms and a CMA basic module architecture, providing design confidence for target market segments. Dynamic, driving, fun, and reliable product portfolio. At the same time, Geely will regard new energy technologies, especially hybrids and plug-in hybrid technologies, as an important strategic fulcrum for the Group's future development. In addition, Geely will continue to deepen the technical cooperation with Volvo, expand the synergies in the research and development, procurement, manufacturing and other fields in the group, and promote Geely's rapid and sustainable development, and make Geely's product quality and brand image. Achieve leaps and bounds.
Obviously, Geely hopes that the future development of the enterprise can embark out a new path of development of Chinese local brands by integrating international resources. This also determines that it must abandon the development of the big and comprehensive development of the past, stripping the burden and lightly loading. This year, Geely Group sold its 5-speed manual transmission and 6-speed manual speeder assets to Wanliyang. Last year, Geely completed the sale of DSI, Hunan Jisheng and Shandong Transmission. In 2013, Geely Group sold the entire share capital of Shanghai Huapu Automobile Mould Manufacturing Co., Ltd. and sold 51% of the indirect interest of Shanghai Yinglun Dihua to Huapu Automobile, and at the same time divested 50% indirect interest of Qufu Karen Automobile... Market behavior is to serve the overall development strategy of this enterprise.
Recently, Yang Xueliang, the public relations director of Geely Holding Group, said in an interview with this reporter whether the parts and components enterprises are independent from the automobile group, mainly looking at the overall development strategy of the whole vehicle enterprises. In Geely's 2014 annual report, for the sale of DSI and other transmission companies, the company stated that it is mainly to allow resources to be more effectively integrated and integrated, avoiding duplication of costs and investment, and achieving synergy, which will enhance the profitability of Geely Group in the long run.
Technology focus shifted to smart cars 5 years ago, Geely Automobile acquired a 100% stake in Volvo for $1.8 billion. In the past five years, Geely has continued to invest $10 billion in research and development in the field of smart cars to develop a leading-edge XC90 module. Li Shufu said that Geely can share all kinds of models and technologies developed in this infrastructure module in the future. In the future, Geely Automobile is also a highly intelligent car with modularity, light weight and intelligence. "A decade ago, Volvo began to study connected cars; two years ago, it completed a large-scale, long-distance test of autonomous driving; the newly launched XC90 has achieved highly automated driving and mass production. Yang Xueliang told reporters that once Geely masters the core technology in connected cars, it will promote the development of China's automobile industry and foster the coordinated development of connected auto parts.
Judging from Geely's 2014 annual report, Geely Group attaches great importance to the storage of technology and parts in the field of connected cars and new energy vehicles. In early 2015, Geely Group and an independent third party established a 50%-owned joint venture company, New Dayang Electric Vehicle Co., Ltd., which is engaged in the research and production of auto parts and powertrains in China, the production of electric vehicles and the provision of related after-sales services. Geely has initiated preliminary consultations with a number of international leading companies on the development of core technologies related to new energy vehicles, and strives to develop various types of new energy vehicle products into the market. Geely Group will also use Volvo Car's hybrid electric vehicle leadership technology to gradually transform from hybrid to pure electric technology.
Focusing on the Global Purchasing Optimization Supplier Management System “Before the Geely Group did have some wholly-owned, joint ventures and shareholding parts companies, the current parts and components companies are gradually decreasing. At present, we do not have a particularly clear auto parts strategy, but we are implementing the global The rationalized parts procurement strategy uses open minds to optimize and integrate global resources.†Yang Xueliang expressed the direction of Geely parts and procurement strategies.
Yang Xueliang told reporters that in order to ensure product quality, Geely Automobile has taken various measures including optimizing the supplier management system, improving the manufacturing process level, and resolutely eliminating suppliers that do not meet the quality improvement requirements in order to achieve the goal of improving product quality. This is reflected in the Borui model, a large number of world-leading suppliers such as Harman, Valeo, and Continental are providing spare parts for the Borui models.
In the past few years, the cooperation between Geely Group and Volvo has made significant progress. The research center CEVT established by the two parties was formally established in September 2013. The first task of CEVT is to develop a new generation of modular architecture and related components for future C-Class cars to meet the needs of both Volvo Cars and Geely. The modular strategy will provide Volvo Cars and Geely Group with the advantages they need to help each other compete with their competitors. The modular architecture and related components not only create international-class product technology and quality, but also save a lot of development, testing and procurement costs.
A Universal Joint (universal coupling, U-joint, Cardan joint, Spicer or Hardy Spicer joint, or Hooke's joint) is a joint or coupling connecting rigid rods whose axes are inclined to each other, and is commonly used in shafts that transmit rotary motion.
It consists of a pair of hinges located close together, oriented at 90° to each other, connected by a cross shaft. The universal joint is not a constant-velocity joint.
Universal Joint
Universal Joint,Universal Joint Round Bearing,Universal Joint Plain Round Bearings,Universal Joint Groover Round Bearings
Ningbo Ritbearing Imp & Exp Co.,Ltd. , http://www.ritbearingchina.com