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1、DateSubtitleSoftware-defined vehicles revolutionizing the automotive industryNovember 2024Strategy&November 2024Software-defined vehicles(SDVs)catalyze Automotive transformation1)E/E=Electrics/Electronics 2)Excl.batteryExecutive summarySoftware-defined vehicles revolutionizing the automotive industr

2、y2While we expect European OEMs to extend their capabilities and continue to drive the European ecosystem,tech players dominate the Chinese market,disrupting the traditional value chain and re-shaping value propositions.3The transformation requires OEMs and suppliers to adapt their way-to-play and o

3、perating model.To fully participate in the growth opportunities,large gaps observed in organization,processes,governance,people and culture,and tools need closing.5Effective partnering,especially with tech players,will be essential for OEMs and suppliers to realize their strategies,balancing standar

4、dization to gain economies of scale with proprietary innovation to differentiate across competition.6SDVs are characterized by decoupling hardware and software,building architecture-led platforms,and centralizing E/E1)architectures.While no OEM has launched a“full”SDV,Chinese and US players are lead

5、ing in SDV maturity.1The advent of SDVs re-shuffles automotive value pools.The markets for software development(+36bn),E/E development(+13bn),and E/E components supply2)(+199bn)are expected to grow at 5%CAGR until 2035,above the industry average.2European OEMs profits may increase by 20bn by 2035,du

6、e to the increasing market size and the shift to more profitable value pools in an OEM-partnering scenario;if the transformation fails,20bn in profits are at risk.4November 2024Strategy&22 July 2020A software-defined vehicle(SDV)is an automobile that relies on digital technology.All functionalities,

7、incl.driving,entertainment,communication,safety,and comfort,are enabled,managed,controlled,and customized through software.SDVs are connected to the cloud and interact digitally with their environment.New functionalities are continuously deployed over the air without requiring hardware changes.Key S

8、DV development characteristics are the separation of software from hardware,which enables scalability and development time reduction,and integration into digital ecosystems.What actually are SDVs?Software-defined vehicles revolutionizing the automotive industry3November 2024Strategy&November 2024Bey

9、ond unlocking a world of benefits for customers,developing SDVs is paramount for OEMs to stay competitive1)OTA=Over-the-air 2)V2X=Vehicle-to-XBenefits of SDVsSoftware-defined vehicles revolutionizing the automotive industry4OEM benefitCustomer benefitReduced costsOne-time development and validation

10、costsReduction of recall costs through OTA1)updatesLess need for specialized hardwareShorter time-to-marketParallel and iterative development cyclesRapid prototyping/testing in the virtual environmentEasier integration of software and hardware Differentiated business modelSubscription-or usage based

11、 servicesContinuous revenue from OTA updatesDifferentiated pricing of features possibleIncreased performanceUsage of data to improve performanceIntelligent control based on sensor dataAI-supported servicesUpgradability and flexibilityProduct changes OTA without hardware changeRemote maintenance and

12、remote healing Configuration to user and regulatory needsModern user experienceCustomization to brand and user preferencesSmartphone-like interfacesUp-to-date user experienceEcosystems integrationEffortless integration into multiple ecosystems Usage of 3rd-party applicationsEasier collaboration with

13、 equipment suppliersImproved safety and securityAdvanced safety functionsV2X2)data exchange and swarm intelligenceRemote vehicle control and theft preventionStrategy&November 2024The shift in technology and architecture will disrupt the automotive value chain,redefining its players way-to-play and o

14、perating model1)PLM=Product lifecycle management 2)IP=Intellectual propertyAreas of SDV disruptionSoftware-defined vehicles revolutionizing the automotive industry5Entrance of players from outside the auto industry with expanded service offerings and direct competition to OEMsCombatting product comp

15、lexity through co-innovation on platforms,collaboration,and revenue sharing Deals strategyPartnerships,cooperation,open innovation strategyAnti-trust strategyPublic incentives/funding strategyTransfer pricing/taxes/customs strategyValue chain and new industry playersShift in organization,governance,

16、processes,talent,and cultureContinuous and scaled development and homologation with integrated toolchainsIT and systems strategy,e.g.,toolchain/PLM1),digital twinIP2)managementHR/workforce transformationOperating modelAdapting value proposition and business model to counteract cutthroat competitionR

17、e-defining the way-to-play within the new value chain(e.g.,inhouse,partnering)to increase speedValue propositionOffering characteristicApproach to market Competitive focus Monetization strategyWay to playDescriptionEmergence of software-based functionalities with centralized computing(e.g.,ADAS)Exte

18、nsion of product lifecycle and connectivity through OTA updates and cloud services(e.g.,new infotainment software)ChallengesSoftware developmentHandling of legacy technologySystem integrationIndustry-wide standards on interfacesSemiconductor capabilitiesCybersecurity conceptProduct technology and ar

19、chitectureStrategy&November 2024SDVs require a layered software and hardware architecture,which enables software development and operations independent of hardwareAccess via standardized interfaces 1)UX=User experience 2)OS=Operating system 3)ADAS/AD=Advanced driver-assistance system4)API=Applicatio

20、n programming interfaceSDV architecture stack(simplified view)Software-defined vehicles revolutionizing the automotive industry6Development and test environment/end-to-end toolchainDigital lifecycle management(incl.continuous integration)Safety and security management SupportSDV architecture highlig

21、hts Includes in-vehicle and cloud components Separation of hardware and software for rapid updates and hardware-independent software operations Separation is achieved through a layered architecture akin to those used by hyperscalers Enables modular development of software,together with other players

22、 Applications and functionalities are created by combining underlying services across layers Services are used across and within layers via standardized APIs4)Mobility ecosystem Infotainment and body Connectivity update mgt.ADAS/AD3)Motion and energyDomainsApplication and UX1)Extended services and d

23、ataBasic services and OS2)Sensor/actuator Zone and communication Software layerHardware and E/E layerIn-vehicle layersAutomotive and general extended services and dataApplication and UXBasic services and cloud OSCloud layersComputeData centerServicesBackendDomainsCommunication infrastructureEnvironm

24、ental sensingStrategy&November 2024For their E/E architecture,OEMs decide on domain vs.zonal paths mainly based on their heritage and partner landscapeSource:Based on Wang,W.,et.Al.2024.“Review of Electrical and Electronic Architectures for Autonomous Vehicles”1)Domain path:ECU consolidation followi

25、ng a domain driven approach(i.e.,grouping ADAS,Infotainment,Powertrain to domain controllers)2)Zonal path:ECU consolidation based on physical location of functionality in the vehicle 3)ECU=Electronic control unit 4)DCU=Domain control unit 5)ZCU=Zone control unit Hardware and E/E centralized architec

26、ture potential paths Software-defined vehicles revolutionizing the automotive industry7ZCU5)ZCU functionally strippedVehicle computer(VC)Vehicle and cloud computing unitsFusion of all ZCUs in a VCECUs3)without integrationECUs integratedDCU4)DCU functionally strippedFusion of all DCUs in a VCDistribu

27、ted E/E architectureCurrent domain(zone)or cross-domain(zone)centralized E/E architectureFuture vehicle-concentrated and vehicle cloud computing E/E architectureOne path Parallel pathsOne path Vehicle computerCloud computing platformCentral gatewayDomaincentralizationCross-domainfusionVehiclecompute

28、rZonecentralizationPart-zone fusion(master-slave)Vehicle computer and zone controllerDistributed ECU with first consolidationCentral computerCloud computing platformTimeVehicle computerCentral computerHardware and E/E layer4Compute layer6Sensor/actuator layer5Zone and communication layer Centralizat

29、ion has a functional(logical)and physical(wiring)aspect OEMs will apply a hybrid approach between domain and zonal paths Which functionality will be moved to zone controllers and/or central compute units depends on the OEMs software skills and its suppliers strategy Traditional OEMs typically follow

30、 the domain path,whereas newer OEMs(e.g.,Tesla)follow the zonal pathCommentDomain1)pathZonal2)pathStrategy&November 2024CloudClimateSeatingThe level of centralization depends on domain-specific requirements ADAS/AD and infotainment might be integrated as one central computeLevel of functionality int

31、egrationSoftware-defined vehicles revolutionizing the automotive industry8DomainCriteria for integrationADAS/ADInfotainmentPowertrainChassisBody/ComfortComplexity ADAS/AD and infotainment might be integrated into one central compute unit Eventually,integration on SoC1 level(fusion chip)Powertrain an

32、d chassis might be integrated into one domain controller Specialized ECUs in powertrain and chassis will not be integrated Body functions likely to be integrated fully in zone controllersLevel of integration determined by 7 criteria:Compute requirementSafety and real-time requirementSecurity require

33、mentFast start-up requirementSpecialized/niche capabilitiesFrequent update not requiredImpact on cost and weight1)SoC=System on a chipPotential level of integration(logical and physical)GearboxABS/ESPSteering/suspensionSpecialized component control(e.g.,power electronics)Engine controlUX/UIDisplay a

34、nd audio 3rd-party applicationsL2+driver assistanceL3+automated drivingEnabler(e.g.,sensor fusion)ClimateSeatingXx=Exemplary functionLikely allocation of function Central computeZone computeDistributed ECUStrategy&November 2024Chinese vehicle models are the most advanced with regard to SDV character

35、istics,and have surpassed US and EU players1)Detailed definition along all five maturity levels:https:/ 2)SW=Software 3)HW=Hardware 4)Safety refers mainly to active safety and automation(i.e.,automated driving),security refers to cybersecurity.The dimensions were evaluated separately but summarized

36、to simplify the visualization.SDV maturity of recent launches Software-defined vehicles revolutionizing the automotive industry9SDV maturity(evaluation across selected dimensions)E/E-controlledFully software-definedPartially software-definedSDV maturity levels1)SW2)and HW3)distributedSW service-orie

37、nted,HW centralizedSW modular,HW domain-orientedManual Safety-critical OTA updatesNon-safety-critical OTA updatesBasicAutonomous driving(L4)AdvancedStatic Personalized ConnectedBasic accessSeamless integrationV2X communicationChinese electronics player sportscarSedan based on Chinese tech player SDV

38、 stack German EV premium vehicleUS EV bestsellerSoftware/E/E architectureSoftware updatabilitySafety and security4)User experienceEcosystem integrationPerspective on SDV marketWe have defined SDV maturity levels to evaluate the status of the industry transition Our evaluation shows that Chinese play

39、ers are currently leading the market in terms of software,E/E architecture,and updatabilityUser experience and ecosystem integration is also led by Chinese players,followed by US playersIn the areas of automated driving,safety,and security,European players are leadingGerman EV volume sedan Strategy&

40、November 2024E/E supply,incl.software and E/E development,is expected to grow at 5%p.a.,leading to opportunities for new market entrants1)Focus on SoC(System on a Chip)2)Cross-industry example:Apples M1 Chip 3)BEV=Battery-electric vehicleMarket expansion opportunitiesSoftware-defined vehicles revolu

41、tionizing the automotive industry10ADAS and infotainment domains have the largest total addressable marketInfotainment and connectivity and enabler functions are driven by cybersecurity needsSignificant growth contribution expected from traditionally less software-driven areas like body and comfort

42、and chassis controlSoftware suppliers enter the E/E market to improve their offerings performance;tech players benefit from modularized architecturesLevers:design software and hardware from a single source1)and customize to application2)Further opportunities through standardization with automotive c

43、hipletsMovements of selected tech players into fast-growing E/E supply segments to manifest control over electronics and leverage existing capabilitiesADAS and Powertrain growth is significantly driven by the increase in ADAS and BEV3)take-rate28128443202539151055420304919126652035597895+4.9%p.a.591

44、82025782420309531203576102126+5.2%p.a.763699783445202510281123804355203012611215310852652035368483617+5.3%p.a.Software DevelopmentHardware E/E Development1Software development EUR bnE/E development EUR bnE/E supply EUR bn23SW&HW E/E DevelopmentADASInfotainment and ConnectivityPowertrain excl.Battery

45、Chassis ControlBody and ComfortADASInfotainment and ConnectivityEnablerPowertrainChassis ControlBody and ComfortStrategy&November 2024TodaySDV future scenarios 2035We differentiate four future SDV market scenarios incl.a tech-dominated scenario in which tech players become the new OEMs1)Schematic an

46、d simplified visualization excl.time dynamics of absolute market volumes or shares2)Market scenarios describe a theoretical pure play state in which Automotive OEMs,Tier 1/2 suppliers,and tech players interact with each otherSource:Strategy&SDV market modelSDV value chain dynamics and scenarios(simp

47、lified1)Software-defined vehicles revolutionizing the automotive industry11OEM-driven(as-is)Value chain directed by OEM,development and component supply mainly executed by Tier-1 suppliersTech-drivenRe-definition of market boundaries,value propositions,and business modelsTier-1-drivenExtension of su

48、pplier capabilities and resulting value-addBalance of powerConcurrent,but co-existing value chain configurationsOEM-partneringShift towards building own software capabilities and teaming up with traditional or new OEMsMarket scenario2)Vehicle definition and homologationVehicle E/E andSW architecture

49、SW developmentProduction and assemblyHW E/E developmentHW other developmentMaterialMarket players total value-addshare21%75%5%31%60%8%21%66%12%84%12%5%59%10%31%OEM-designedSignificant SW and E/Ecapabilities build-up,partnering with techIncreasing value-add,e.g.,via batteryE/E and SW stack sourced fr

50、om and increasingly designed by tech,as alternative to traditional OEM/Tier-1 partnershipsIncreasing consumer-electronics originatedIncreasing tech share mostly from BEV proliferation(batteries)Homologationcapabilitiesbuild-upTier-1 platform scaling in the marketExtension and defense of SW dev.capab

51、ilitiesHW E/E dev.in partnership with techIncreasing Tier-1 share mostly from batteryIncreasing vehicle assembly takeover of Tier-1Tech player-designed vehicleVehicle integrated into ecosystem of tech player(e.g.,mobile,home,entertainment)Vehicle assembly partnering with Tier-1 Tech players evolving

52、 into electronics providerDifferentiating non-E/E capability build-up at tech playersTotal value-add 2035Automotive OEMTraditional Tier 1/2Technology player incl.SW engineering service provider$11bn$16bn$95bn$31bn$26bn$2,505bn$437bnBased on Strategy&SDV market model$3,121bnStrategy&November 2024Euro

53、pean OEMs profit may increase by 20bn by 2035 due to SDV-enabled increase in value-add;if transformation fails,20bn is at risk1)Market scenarios describe a theoretical pure play state in which Automotive OEMs,Tier 1/2 suppliers,and tech players interact with each other 2)Based on value pools covered

54、 on page“SDV value pool dynamics and scenarios”excluding marketing and sales layers 3)Note that many factors can influence profits;we refer to a scenario where all other profit-influencing factors are unchanged(e.g.,improved cost structures are not used to reduce prices)Focus European OEMs:Value-add

55、 and profit developmentSoftware-defined vehicles revolutionizing the automotive industry12Tech-drivenRe-definition of market boundaries,value propositions and business modelsTier-1-drivenExtension of supplier capabilities and resulting value-addBalance of powerConcurring,but co-existing value chain

56、configurationsOEM-partneringShift towards building own software capabilities and teaming up with traditional or new OEMsValue-add in 2035 bnRevenue in 2035 bn2)330220120100(+160)60-8040-6030-5020-40Market scenario1)(+50)(-50)(-70)(+20)(+0)(-10)(-20)Profit in 2035 bn3)1,070830780660(+240)(-170)(-50)(

57、+0)Implications for EU OEMs Value-add of European OEMs may vary between 330bn and 100bn depending on the market scenario The shift from a hardware-centric to a software-defined product also shifts profit pools,as the highly profitable area of software has above-market growth,and new players are ente

58、ring the market Depending on the OEMs strategic direction,way-to-play,and ability to execute,the change in profits is expected to range between an increase of 20bn and a decrease of about 20bn in 2035SDV future 2035As-is 2025EUR 170 BnAs-is 2025EUR 830 BnAs-is 2025EUR 40-60 BnStrategy&November 2024A

59、utotechnologyCustomersRegulationEcosystem playersThe likely SDV scenario differs across regions based on ecosystem,technology,customer,and regulatory characteristics1)ICE=Internal combustion engineRegional scenarios and characteristicsSoftware-defined vehicles revolutionizing the automotive industry

60、13 Focus on BEV catch-up,but volatile demand ADAS advancements;selected AD extensions Slow time-to-market due to complex legacy platforms and organization;cybersecurity and data privacy imperative Incumbents focus on ICE1);extended time-to-market New entrants focus on BEV-/SW-driven architectures;sh

61、ort time-to-market Tech players and OEMs drive AD fleet progress Focus on BEV and connectivity across players,software-driven architectures quickly proliferating Tech players drive AD fleet progress Strong customer-centricity and short time-to-market as imperative,yet less focus on quality Conservat

62、ive customers valuing quality,safety,and data protection over experimental innovation Convenience-seeking customer base Strong digital consumer ecosystem Very large tech-savvy customer base,native in tech-driven ecosystems Fragmented regulatory landscape with high priority on decarbonization as well

63、 as protecting the individual(e.g.,data privacy,traffic safety)Fragmented regulatory landscape with localized innovation hubs(e.g.,California,Texas)and policies to foster local business Coordinated regulatory landscape with high priority on protecting the collective(e.g.,data provision obligation)St

64、rong state R&D support to advance society OEMs leading the value chain,but reliant on partnerships for innovation execution Tier-1 progress in software,but OEM-dependent Few relevant local tech players Incumbent OEMs moving towards SDV Tier-1s with strong tech capabilities at scale Tech players stro

65、ng in ADAS/AD,electronics,and cloud;already established as OEM/Tier-1 Incumbent OEM vehicles mainly conservative,new entrants with innovation leadership Tier-1s hardware-focused,software evolving Tech players strong in ADAS/AD,E/E,and cloud OEM-partneringBalance of powerTech-drivenLikely SDV scenari

66、oEuropeUnited StatesChinaStrategy&November 2024OEMs need to decide on their future way-to-play,which defines their value chain coverage1)B2B=Business-to-businessOEMs ways-to-play in the SDV eraSoftware-defined vehicles revolutionizing the automotive industry14SDV category leaderStrong brand using th

67、e latest technology within an integrated ecosystemOffers innovative SDVs and shapes the market with its own platform and ecosystemCompetes on technical superiority and integrated/seamless solutions SDV value playerOffers low-priced SDVs inte-grating off-the-shelf solutions,leveraging economies of sc

68、aleProduct ubiquity and simplicity;sales via own and 3rd-party channelsCompetes on price-for-value with a focus on scale,product robustness,and simplicitySDV platform providerOffers an integrated,turn-key and open tech ecosystem and tech stack for OEMsFacilitation of 3rd-party innovation;strong B2B

69、solution sales and supportCompetes on completeness,simplicity,and continuously growing platform scaleMade-to-order producerOffers scalable made-to-order production and vehicle assembly services globallyScalable and flexible production;close OEM relation with key account salesCompetes on production t

70、echnology,scale,global delivery capabilities,and priceSDV premium playerOffers premium SDVs tailored to customers,in partnership with SDV platform providerClose customer relations,claiming to solve customer needsCompetes on choice,fit-for-purpose,and completeness for its customer profilesCompetitive

71、focusDifferentiationValuepropositionCombinations possibleSDV value chainBroad coverage across all steps with high in-house investmentsSelective coverage for differentiating elements,partnering for E/E developmentLimited coverage,cost-focus on essential elements,buys E/E developmentFocus on B2B1)SW a

72、nd E/E solutions,minimal coverage in vehicle definitionNarrow coverage in vehicle definition,focus on scalable development and productionStrategy&November 2024OEMs transformation need depends on the chosen way-to-play and their existing capability set largest gaps are to SDV category leaderLegend:0=

73、best-in-class,no transformation need,1=strong capabilities,low transformation need,2=some capabilities,medium transformation need,3=little capabilities,high transformation need;Source:Strategy&SDV capability profilerOEMs implications on operating modelSoftware-defined vehicles revolutionizing the au

74、tomotive industry15Illustrative transformation need of a legacy premium OEMStrategy&capability profilerOrganizationProcessesGovernancePeople and cultureToolsCapability gap based on the legacy premium OEMs existing capability setSelected ways-to-playSDV category leaderSDV value playerSDV premium play

75、er1230Capability gap from strong customer-centric product development and dedicated architecture department;generally increasing need for partnership managementTransformation to software-and SDV architecture-led development with lean,automated processes;generally increasing need for tech integration

76、 capabilitiesGovernance efficiency mandatory for all ways-to-play;differences in flexibility of partnership models;value player with rigid approach focusing on costsHiring/retention of top tech talents and fostering a culture of innovation decisive for category leader and premium player Shift toward

77、s continuous improvement of automated end-to-end development/testing toolchain;however,value player with low DevOps and simulation needsDifferences in transformation needStrategy&November 2024Platform characteristicsAutomotive OEMs are already shifting today towards architecture-led development with

78、 implications on partnering with suppliersArchitecture-led SDV platform developmentSoftware-defined vehicles revolutionizing the automotive industry16One vehicle architecturefor all models,model series,and brandsOne software team(“software release train”)developing and regularly releasing updatesOne

79、 hardware team defining hardware components and combinations(similar to model series concept)Vehicle projects individually use and recombine hardware components and configure software to their brand,vehicle type,and target audienceSuppliers need to adapt their way-to-play based on the OEMs platform

80、developmentSDV platformVehicle projectsVehicle project 1Vehicle project 2 Vehicle project 3 Vehicle project 4 Recombine hardware components matching to SDV vehicle architecture constraints and specific vehicle target audienceUse last software release,configure for selected hardware and target vehicl

81、e,extend software if needed to specific vehicle needsSDV vehicle architectureSDV software release trainSDV hardware component kitStrategic direction,targets,feature requests,regulatory requirements,etc.System architecture concept,targets,requirements,roadmapMajor software release One time per year S

82、ignificant functionality upliftMinor/maintenance release At least three times per year Bugfixes and optimizationsQ1Q2Q3Q4Hardware component kit Updated twice per year Approved hardware components and variantsStrategy&November 2024OEMs need to adapt their partnering strategy,based on their way-to-pla

83、y configuration and their E/E architecture strategy1)ABS=Anti-lock braking system,ESP=Electronic stability program 2)UI=User interface Partnering strategy considerationsSoftware-defined vehicles revolutionizing the automotive industry17MakePower electronics for specialized functionalities:tailor sol

84、utions to vehicle architecture and performance requirements for brand differentiation,e.g.,energy efficiency,range,thermal management,and system integration(powertrain domain)Cooperative partner relationshipCentralized functions like ADAS/infotainment:integrate tech and semicon partners in release t

85、rain to address high complexity,and combine competences for sensor fusion,real-time processing,UI2)design,and connectivity servicesSupportive partner relationshipPowertrain with high differentiation potential to optimize vehicle efficiency and performance based on available in-house capabilitiesEnab

86、ler technologies with limited differentiation potential(e.g.,OS/middleware);open source may reduce time and cost without sacrificing differentiation Chassis on zone controller;software and architecture provided by partner(white box)Transaction-based partner relationshipFunctionality on separate ECU:

87、low differentiation for standards with low innovation content and need for upgradability such as ABS and ESPBody with low differentiation and complexity;component provided by partnersCooperative partner relationshipMakeSupportive partner relationshipHighLowDifferentiationLowHighComplexityTransaction

88、-based partner relationshipExemplary partnering strategy elementsCentralized ADAS/AD and infotainmentBody/ComfortOS/middlewareECU ABS/ESP1)ChassisECU power electronicsPower-trainIllustrative specific needs to be defined by each OEMs ambitionStrategy&November 2024Tier-1 suppliers have the chance to p

89、roactively define the SDV ecosystem and cover differentiating parts of the SDV value chainSuppliers ways-to-play in the SDV eraSoftware-defined vehicles revolutionizing the automotive industry18SDV platform provider(“Horizontal play”)Component specialist(Tier-1 SW or HW)Design and develop as a servi

90、ceMade-to-order producerSDV domain solution provider(“Vertical play”)CompetitivefocusDifferentiationValuepropositionCombinations possibleReady-to-use tech platform that OEMs can augment incl.dev.tools and consultingOffers an integrated,turn-key SDV platform solution andsoftware layer for OEMsCompete

91、s on simplicity,value,completeness,and constantly growing platform scaleOffers domain-specific and integrated hardware and software solutions to OEMsReady-to-use,integrated and homologated domain-specific solutionsCompetes on sophistication and functionality of the domain-specific solutionOffers lea

92、ding technology,special-purpose software or hardware to OEMsHighly specialized compo-nents requiring significant domain know-how or scaleCompetes on sophistication quality or cost of specialized hardware componentOffers design,development,testing and/or homologation services to OEMsExperienced engin

93、eers and consultants to augment OEM teams in developing SDVsCompetes on availability of experience,talent,and design and development know-howOffers scalable made-to-order production and vehicle assembly services globallyHigh expertise in production and cost-down incl.supply chain supervision and mgm

94、t.Competes on production tech optimization,scale,global delivery capabilities and priceSDVvalue chainBroad coverage across all SDV-differentiating steps with high in-house investmentsSelective coverage for specific domains,partnering for E/E developmentNarrow software or hardware-specific coverage f

95、or development or materialFocus on development activities(specific or broad),no component supplyNarrow coverage in vehicle definition,focus on scalable development and productionStrategy&November 2024SDV platform and domain solution provider involve the largest transformation needs for Tier-1 suppli

96、ersLegend:0=best-in-class,no transformation need,1=strong capabilities,low transformation need,2=some capabilities,medium transformation need,3=little capabilities,high transformation need;Source:Strategy&SDV capability profilerSuppliers implications on operating modelSoftware-defined vehicles revol

97、utionizing the automotive industry19Illustrative transformation need of a Tier-1 supplierStrategy&capability profilerOrganizationProcessesGovernancePeople and cultureToolsCapability gap based on an established Tier-1s existing capability setSelected ways-to-playSDV platform providerComponent special

98、ist(Tier-1 SW or HW)SDV domain solution provider(Tier-1 domain)01230Necessity for centralized,full-stack organization for platform provider;lower transformation need for streamlined hardware-centric component specialistGaps mainly driven by transformation towards end-to-end processes for continuous

99、integration,testing,validation,and digital twins to enable rapid updatesSDV platform provider with lean decision-making as differentiator;domain solution provider and component specialist focus on stack-specific integrationStrong necessity for software-first and innovation-focused culture,while doma

100、in solution providers need specialized tech talent within the domainMain difference in maturity of tools used for continuous integration and development;commonality in high testing and validation effortDifferences in transformation needStrategy&November 2024Given the rapid transition towards SDVs,au

101、tomotive players must act quickly to secure their position along the value chain1)CI=Continuous integration,CD=Continuous developmentNeed for actionSoftware-defined vehicles revolutionizing the automotive industry20Modernize development ecosystem:OEMs and Tier-1 suppliers should adopt cloud-native t

102、oolchains and CI/CD1)frameworks to support real-time software updates,starting with core engineering teams to ensure collaboration and lifecycle supportEmbrace hardware-independent software architecture:OEMs should decouple software from hardware for continuous development and seamless third-party i

103、ntegration,using service-oriented,scalable,and hardware-agnostic software platformsMaster partnerships:Build and operate different partnership strategies according to the way-to-play configuration and E/E architecture it is imperative to create real value by governing various partners at the same ti

104、me efficiently03Shift from a global to a regional perspective:Enable regional vehicle customization and react quickly to regional regulatory restrictions,e.g.,in semiconductors,by leveraging the advantages of standardized SDV stacks with exchangeable layers04Decide on an SDV strategy and market posi

105、tioning:Automotive players should develop a clear SDV strategy that considers core competencies,competitive positioning,and shared technology roadmaps to support their long-term positioning050102 2024 PwC.All rights reserved.PwC refers to the PwC network and/or one or more of its member firms,each o

106、f which is a separate legal entity.Please see for further details.Mentions of Strategy&refer to the global team of practical strategists that is integrated within the PwC network of firms.For more about Strategy&,see .No reproduction is permitted in whole or part without written permission of PwC.Di

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108、actly to you.As part of PwC,every day were building the winning systems that are at the heart of growth.We combine our powerful foresight with this tangible know-how,technology,and scale to help you create a better,more transformative strategy from day one.As the only at-scale strategy business that

109、s part of a global professional services network,we embed our strategy capabilities with frontline teams across PwC to show you where you need to go,the choices youll need to make to get there,and how to get it right.The result is an authentic strategy process powerful enough to capture possibility,

110、while pragmatic enough to ensure effective delivery.Its the strategy that gets an organization through the changes of today and drives results that redefine tomorrow.Its the strategy that turns vision into reality.Its strategy,made real.Contact usThe authors would like to thank Nicola Becht,Michael

111、Ruske and Dr.Claus Gruber for their contribution.Christian BrickensteinPartnerStrategy&GDr.Marcus WitterManagerStrategy>anjeff SchadtPartnerStrategy&GJun JinPartnerStrategy&CThilo BhnenDirectorStrategy&Switzerlandthilo.buehnenpwc.chAkshay SinghPartnerStrategy&USMartin GerhardusSenior ManagerStrate

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