At this moment in time, the challenges facing the Automotive industry highlight the importance of Supply Chain management. The current semiconductor crisis (chips are now essential for many vehicle technology systems and even more so for BEV battery electric vehicles) is having a major impact on the Automotive sector, compounding the difficulties caused first by the pandemic and now by the conflict in Ukraine. All these factors are layered onto the transition towards zero-emission vehicles and manufacturers’ increasing focus on ESG (environmental, social and governance) priorities.
Anna Zabeo, Marketing & Communication Support at ENG Automotive, explores the latest developments in Supply Chain management for the Automotive industry in a conversation with Sara Capetti, industry expert and Sales Administrator at Subaru Italia S.p.A. This interview follows the previous episode dedicated to the Automotive sector Supply Chain and its reconfiguration in an unstable economic context.
Sara, to what degree does effective production order planning affect the Supply Chain?
The demand planning phase is a key Supply Chain timeframe because it makes it possible to check whether the factory is able to meet the production plan for the various distributors, positively or negatively affecting subsequent stages in the Supply Chain.
In relation to the difficulty in sourcing raw materials and the semiconductor crisis, proper planning of internal and external demand and stock makes it possible to stimulate sales to the final clients and increase customer satisfaction, with the aim of minimizing delivery times.
In the distribution phase, how does forecourt stock management change for ICE and BEV vehicles?
Distribution does not just mean delivering the finished product to the retailer or customer in the shortest possible time; in fact, in this phase of the Supply Chain, with the introduction of BEVs, issues are also addressed at a strategic and tactical/operational level.
With the arrival of electric vehicles, an additional variable is added, namely their recharging, a factor that was previously non-existent. Planning satisfactory recharging capacity with an appropriate number of stations available on the forecourt, taking expected sales volume forecasts into account, enables this phase to be managed efficiently, without running into difficulties regarding problems in recharging vehicles.
For stock BEVs, in addition to ordinary maintenance, a global maintenance plan has to be implemented, which, in addition to monitoring battery charge level, also takes other factors into account, such as timescale, internal vehicle handling, and the total power output of the charging stations, so that vehicles can be recharged in the shortest possible time.
What critical issues does the transport phase involve?
A rational, modern and efficient distribution network is a key element for success. In fact, vehicle transport management is complex due to both the size of the goods transported and their liability to damage, such as fire risk, which is greater for BEVs than for ICE vehicles.
The main difference in planning transportation of an electric vehicle with respect to an internal combustion engine vehicle is its weight and, for some models, its volume.
In this array of intersecting variables, it is important to plan the journey in detail: calculating the delivery load with precision, associating orders with routes, avoiding empty spaces on the car carrier trailer and optimizing load capacity to reduce the number of trips, thus minimizing transport costs and increasing environmental sustainability.
Sara Capetti has been working in the Automotive sector for several years, acquiring expert knowledge of both commercial vehicles and cars, and developing specific expertise in the technological innovations that are rapidly changing manufacturers’ approach to their products. Her passion for the natural environment gives her considerable interest in sustainable development goals for road transport vehicles.
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