Perspective 1: Industry Potential Crisis Director Yan said: From the perspective of the overall development of the industry, our companies are in a sub-health state and many indices are growing. This actually implies a number of risk factors. One of the potential dangers is that after the accession to the WTO, according to the terms of trade in goods, the tariff is lowered by 10% a year. Before 2006, the import tariffs for parts and components fell to an average of 10%, and a tariff of 10% could not offset the price gap in terms of cost; The second is the new industrial policy and the old industrial policy; the third is whether foreign investors are interested in joint venture with you; the fourth is the price factor. For instance, the rise in prices on steel has driven up the prices of related industries; non-metals and metals have risen, and whether the annual decline can withstand. The labor costs of Chinese companies are low, but this applies only to low-tech, low-value-added product types. To go high value-added, high-tech product market will encounter bottlenecks. Perspective 2: The status quo of suppliers is not optimistic The selection of suppliers is a major task for the main assembly plant. Each company varies greatly in the supplier's selection criteria due to its own situation. The U.S., Germany, and Japan systems do not have uniform standards. This is determined by the autonomy of the enterprises. The main assembly plant selects suppliers through certification, scoring, and scoring. Each year, it adjusts and scores. The final assessment is made on the price, quality and service of the parts and components companies. Under the premise of the same quality, service is an important part. Many of Delphi's products are exempt from inspections, and the quality of accessories is good. However, some of them are working at GM all year round, and Delphi pays them. This shows that on-site service is very important. . It is worth noting that the group machine factory's R&D capability requirements for suppliers are the first one. Director Yan made a humorous definition of supplier R&D capabilities in three sentences. If you are a good supplier, you will Use the speed to finish; if you are worse, you will use the speed to go; if you are bad, then you have to climb. At present, OEMs are more rigorous about their suppliers' development capabilities. They sometimes issue certain topics and require companies to improve their processes. Sometimes they only give you data and samples to try out. Can you make it in the shortest possible time? very important. However, from the current status of the development of China's spare parts companies, there is still a relative lag with the development of the entire vehicle industry, mainly in the following aspects: First, market competition is not sufficient, the degree of industrial concentration is low, the scale of enterprises is generally not high, can not Adapt to the overall large-scale, low-cost development requirements; if the supply chain of the system is limited, the supply chain between each system and each system does not cross each other. For example, SAIC-Volkswagen and Dongfeng Limited have their own vertical supply chains, which rarely cross-sell each other; secondly, the level of specialization of enterprises is not high, and products with high technological content are lacking, and competition among enterprises remains at a low level. The second is that the technical level of the enterprise and the product R&D capability are relatively weak, and it is difficult to meet the development requirements of the overall systemization, synchronization, and modularization. The investment of the domestic spare parts industry is very limited compared with the foreign counterparts. According to the statistics of foreign companies, the investment in the parts and components industry should be 1.2-1.5 times that of the entire vehicle company, while China's investment is only 0.3 times or less, such a small investment, It is impossible for enterprises to have greater development in technology development and industrial development. According to statistics, the annual development investment of auto parts enterprises in China is generally about 1% to 1.5% of sales revenue, compared with 3% to 5% in developed countries. Even reached 10%. Of the 57 parts and components companies among the top 500 Chinese machinery industries in 2003, 23 were able to engage in product development, 18 were able to engage in partial development and general development, and 16 were unable to develop. Most of the above-mentioned enterprises with development capabilities can only meet the localized requirements of adaptive development and cannot engage in advanced development, high-tech development, and system development. Thirdly, corporate brand awareness is generally not strong. Both internal parts and components companies and independent parts and components companies are lacking awareness of brand management. Sharing of trademarks between parts and vehicles is a common phenomenon, which seriously hampers the orientation that companies should have done. The full range of market development patterns has also brought disorderly market competition. Perspective 3: Reorganization before 2006 is the mainstream Parts companies are located between the downstream main assembly plant and the upstream raw material supplier. Therefore, they are destined to become the role of being affected by gas, being squeezed and under pressure. Director Yan believes that the failure of parts and components companies will not happen in the last two years, mainly because the growth of 1 million vehicles is supported each year. He said that before 2006, parts and components companies will face industry restructuring across the country, because the vehicle enclosure movement has been completed, the scope of influence has basically been set, and restructuring is the introduction of a new mechanism that the industry must have. . The reorganization will be completed in three parts. The first part will be the reorganization of the dominant companies; the second part will be the introduction of new private capital; the third part will be foreign capital. The most important concern is that the private capital will become the main theme of corporate reorganization after reorganization. The corporate capital structure tends to be diversified. Typically, non-automotive capital is involved. Delong reorganized Shaanxi Auto and Huaxiang to restructure Baoding and ZTE.
Objectively speaking, China’s Hyundai auto parts industry has grown up following the localized supporting strategy of Santana and other joint venture projects. It has only a history of more than ten years. With the promise of WTO, this young industry will face enormous challenges. According to relevant information, the import quotas for complete vehicles and parts in China will exceed the US$10 billion mark in 2004. Most of the quotas are used for spare parts procurement, which is equivalent to the leakage of China's spare parts industry in the prosperous construction industry. The amount of orders over 60 billion yuan was lost. In other words, it supported foreign parts and components companies in a disguised form. In the face of the landing and landing of foreign parts giants, Chinese parts and components companies have also become the focus of attention. On the 12th of this month, the reporter interviewed China. Yan Jianlai, Director of Parts and Components Department of Automobile Industry Association.