Automotive OEM and Industry Trends
QS-9000HistoryQS-9000由来(PPT 153页)
Compliance with QS-9000 is mandatory 符合QS-9000是 强制要求
Third party Certification is required : 需要第三方注册
• Chrysler :
By July 31 1997
克莱斯勒 :
1997年7月31日前
• GM : By December 31 1997
Section III - Customer Specific 第三部分：顾客的特殊要求
Note /说明
SHALL - mandatory requirements
强制要求
SHOULD - a preferred approach
推荐采用的方法，选用其它方法应满足QS的要求
TYPICAL & EXAMPLE - the appropriate alternative for particular commodity or process should be chosen
基础 : ISO 9001 : 1994
QS-9000
* FORM * Automotive Industry Action Group (AIAG) 汽车工业行动集团 3 Big-3 三大汽车公司 3 Truck Manufacturers 卡车制造商 * International Automotive Sector Group (IASG) 国际汽车行业集团 3AIAG 汽车工业行动集团 3Recognised accreditation bodies 承认的认可机构 3Accredited certification bodies 被认可的认证机构 3Tier 1 suppliers 一级供应商
汽车服务业(汽车后市场)外文文献
The Competitive Dynamics in the Automotive Aftermarket: Branded Products and Private Label ProductsTHE BUSINESS CASEThroughout the automotive aftermarket industry,senior executives are facing the reality of private brands. Similar dynamics exist outside of the automotive aftermarket and are intensifying in other sectors, such as traditional consumer goods. Also known as “private label” and referred to across many consumer-oriented industries as “store brands,” “control brands” or “own brands,” their risin g prominence has led top executives to ask: • What issues and risks do U.S.-branded manufacturers face with respect to private brands?• How are market forces different today than in years past? How will this landscape evolve?• How can I better understand my operational blind spots in an increasingly competitive landscape?• What can my management team focus on to protect and grow my brands? Where do we start?•What are the similarities and differences between the private brand trends in the automotive aftermarket and the consumer products sector?• What can be learned by automotive aftermarket executives from the private brand experiences in other sectors?Although answers to these questions are not simple and some market dynamics are not yet fully clear, the availability of private brands and other competitive trends are growing in the automotive aftermarket community, just as they are in many consumer product segments.One out of every three consumer products sold by one of the nation’s largest retailers is now private brand – up from one out of every five just a few years ago. With U.S. private brand sales in the grocery market surpassing well over $80 billion, for example, private brands can no longer be ignored by consumer product manufacturers. The U.S. market share of private brands in food, drug and mass merchant channels is more than 20 percent, according to industry data research firms. More than 80 percent of consumers shopping in big box, warehouse clubs and superstores frequently buy store brands and, depending on the specific product category, multiple store brands at a time. Retailers are focusing more resources on private branding to enhance margins, increase shelf velocity and expand storeloyalty and traffic.Private branding in food, drug and mass merchant consumer products channels is not a new phenomenon, nor is it a new concept in the automotive aftermarket. However, there are differences in the degree to which private brand penetration has occurred in traditional consumer goods industries compared with the automotive aftermarket. The factors giving rise to these differences include the nature and use of the products (e.g., immediate consumption vs. durable goods), the ability of the consumer to exercise preference at point of sale, technological or other barriers to entry for alternative manufacturers to produce private brands, the degree to which products are subject to regulatory controls, and the differences in the channels in which the products are distributed. Notwithstanding these distinctions, private branding will continue to impact the competitive landscape.Consumer behavior has gone through a dramatic evolution in the past five years, with the economic shifts and downturns, and with the exploding access to information and technology. The lines of consumer priorities are blurring and shifting, and regardless of brand or product mix, measurement and management of these shifts will be the key to strategic success and growth in a global marketplace.The U.S. automotive aftermarket is one of the single largest markets in the U.S. and is increasingly affected by private brand influences similar to other consumer product markets. However, total private brand penetration in the aftermarket is not as closely measured and monitored as in other consumer sectors. As brand and product strategies continue to evolve among aftermarket channel participants, more sophisticated measurements of private brand penetration rates are beginning to take root.ISSUES, OPPORTUNITIES AND RISKSThe degree of market consolidation among retailers is believed to be one of the influences at work in driving increased private brand market share penetration. Retail consolidation is also one of the contributing factors to increasing retailer pricing leverage, according to the AASA(Automotive Aftermarker Suppliers Association) Q4 2009 Aftermarket Supplier Barometer report, and ultimately can lead to supplier margin erosion.Retail consolidation can create economy-of-scale advantages for private brands, allowing brand development and deployment costs to be spread incrementally across higher product volumes, decreasing their relative per unit volume significance. Further, private brand penetration appears to vary across product categories. Those experiencing a higher degree of“commoditization” (little or no perceived differentiation across brands) have demonstrated higher private brand market share levels compared to product categories with low degrees of commoditization. Within the automotive aftermarket, product categories such as tires, accessories and maintenance parts are showing similar trends. One recent research report for brake component sales from Frost & Sullivan shows private brands had a 60 percent market share in 2009 and are expected to increase to 66 percent by 2015.Monitoring private brand market share penetration levels in each aftermarket product category where a branded manufacturer participates can help assess the current degree of commoditization. However, detailed and accurate data regarding private brand penetration levels within many aftermarket product categories are not readily available — unlike other consumables sectors, where scanner-level data from IRI and Nielsen offers good visibility. Private brand penetration varies by type of product category, geography, channel partners and consumer segment. Having more data and measurements regarding private brand penetration, consumer behavior and supply chain visibility will be essential moving forward, in order to respond to opportunities and risks and sustain a competitive advantage.Understanding customer and consumer segments: private brand preferences Demographic and ethnographic segment patterns matter. More than 50 percent of18-to-34-year-olds buy more than half of their consumer staples from private brands. Attitudinal segmentation — similar attitudes and values such as degree of importance placed on the dealer or repair professional, parts availability, do-it-yourself (DIY) considerations, price sensitivity and convenience, shared across segments — can show varying degrees of influence on private brand choices. Understanding customer and consumer decisions across the entire value chain from manufacturer to ultimate consumer will enable better tailoring of brand positioning and more effective promotional programs.Knowing your customers, where they purchase and what drives their purchase decisions is paramount. In March 2010, Ernst & Young conducted a survey of more than 1,000 consumers and discovered:• 56 percent of consumers surveyed purchased vehi cle parts and accessories in general automotive repair shops, parts and accessories stores, or chains;• 22 percent purchased them from new and used vehicle dealers;• 15 percent purchased them from big box, warehouse clubs and superstores (nonautomotive);• 7 percent purchased them online; and• 20 percent also serviced their vehicle themselves (maintenance, repair, customization).Private brand market dynamics are impacting aftermarket channels through which the majority of products are sold. Developing a unique value proposition for each consumer and channel segment based on channel customer influences will be paramount in maintaining market share.Understanding consumer defection rates (velocity, magnitude and motivations) from major brands to store brands within a product category can be an excellent gauge of brand relevancy in the eyes of a brand’s user base.The automotive aftermarket is experiencing low brand awareness in certain product categories. For select manufacturers, this implies that the risk of becoming a commodity and facing more margin and sales pressures is influenced by degree of brand loyalty across shoppers. Retailers with DIY or do-it-for-me (DIFM) shopper advocacy programs focusing on serving repair professionals can create brand loyalty among their consumers for store-branded products using their reputation as a technical services-oriented supplier of parts. Manufacturers also are trying to get closer to their primary and secondary consumers and raise brand awareness through techniques such as professional installer training programs and advertising campaigns. These special offers are designed to reinforce the message that longer-lasting, better-performing replacement products are today’s best quality and area longer-term affordability option for consumers. According to recent Nielsen Co. data on consumer trends, a key piece of data to keep in mind when considering consumer behavior trends for 2010 is that, “Value messaging must include differentiation beyond pricing for consumers.”Retail engagement: keeping advocates and influencersRepair professional recommendations and influences on consumer choice are important dimensions in the private brand or name brand success equation. According to a January 2010 Frost & Sullivan report, vehicle owners will adopt repair professional recommendations for batteries up to one-third of the time. The important question to ask is: What are the key influences the repair professionals look at when making brand decisions? It is important to recognize th at all participants in the supply channel influence the repair professional’s choice.New and used vehicle dealers, accessory stores or auto parts chains, big box, warehouse clubs and superstores, online providers and search partners all play an increasingly importantrole in affecting consumer choices. Big box, warehouse clubs and superstores are concentrating on improving the shopper experience by offering a wider selection of private brand offerings in many consumer durables and non-durables.IMPLICATIONS FOR AUTOMOTIVE AFTERMARKET LEADERS: UNDERSTANDING OPERATIONAL BLIND SPOTSTypically, branded manufacturers and retailers focus only on price gaps and performance gaps, but that may be shortsighted in an increasingly multidimensional competitive game. Ern st & Young’s professionals believe there are at least six dimensions or strategic levers —both quantitative and qualitative — that manufacturers and retail channel players should identify to understand, measure and evaluate private brand competitive dynamics. These six dimensions are pricing, quality, promotion, distribution and merchandising, marketing and packaging perception and organization .Which of these six are the most relevant to the automotive aftermarket? In many consumer goods product categories, consumers often perceive the quality of private brands as being equal to name brands. But a recent report from The NPD Group, a leading market research company, suggests this isn’t always the case with consumers of automotive aftermarket products. According to NPD, some automotive aftermarket consumers still perceive a quality difference between private brand and name brands. In the category of motor oil, NPD suggests that more than half of consumers surveyed believe motor oil name brands are of better quality than store brands, while nearly onethird see no real difference. What quality level is each consumer market segment willing to pay a premium for? Are independent repair professionals willing to risk their repair shop’s reputation on products that customers may perceive as lower quality?Manufacturers need to understand where their customers stand on quality vs. price, and must clearly differentiate those attributes that will best drive purchase choice behavior. Likewise, retailers should evaluate brand assortment to ensure they are meeting the requirements of both quality- and value-driven consumers. It is a fact that in some cases, repair shops may utilize original equipment parts over aftermarket or private brand parts. Retailers and warehouse distributors may utilize private brands to promote their reputation as more economical in the short run. The key question to ask is: Keeping safety, dependability and performance in mind, what is the true risk/benefit ratio perceived by consumer segments where each aftermarket product category sells and what levels of price portfolio are fair?Remember, it is the consumers who pay, and depending on whether it is a repair or maintenance issue, they wield more power today than ever.Safety, dependability and performance are of utmost importance to the vehicleowner/consumer when it comes to automotive aftermarket parts used for vehicle maintenance and repairs. As participants in the aftermarket distribution channel (including manufacturer, distributor, chain or independent retailer and repair professional) seek to respond to and influence consumer choice, build trust and maintain market share in vehicle repair and replacement, all players must understand how the products they offer meet these key consumer values and support their reputation in the market.AASA has launched an initiative called “Know Your Parts,” designed to encourage all distribution channel participants to fully evaluate the increasing number of competing products in the marketplace across several dimensions of dependability, quality and performance. This campaign highlights the importance in understanding the extent to which there is transparency in the manufacturer’s commitment to provide support in the form of technical specifications, warranty, quality assurance, training and other services. It recognizes the important role that repair professionals, distributors and retailers play in influencing customer and consumer choice, particularly when the consumer is more dependent on the supply chain for information to support choice decisions among complex products. PROTECTING AND GROWING BRANDSBoth manufacturers and retailers are asking for clarity in how to understand and act upon private brand market dynamics. We suggest they begin by asking the following questions:1). Learn the market: See reality in customer and consumer perspectivesa). What levels of awareness, consideration, purchase intent, usage and loyalty exist within the categories and brands where I compete?b). How is the market changing, and how will future consolidation create opportunities?c). Are we using digital and social media resources to gain specific insight into consumers?d). Should we establish strategic listening posts using social media as an ongoing program rather than a one-time effort? Where along the distribution channel should such measures be used?2). Know thyself: Look at what value your brands offer in each product category and consumer and repair professional segmentsa). How can my management teams think differently rather than preserve the status quo?b). Should organizational practices or structure change in light of private brand dynamics?c). Which brands represent leading practices that should be replicated?d). What marketing and promotional levers can be pulled to preserve and grow brand loyalty and quality perceptions among all distribution channel consumers?3). Evaluate new competitiona). Where are my marketing activities over- or under-resourced as compared to competitors? Does this new reality offer cost-reduction or revenue opportunities?b). What is the potential to maximize revenues given the price elasticity of my products as compared to competitor and private brand offerings?c). How are competitors combating private brand threats, and what lessons can be learned?4). Build private brand defense and offense strategies and competenciesa). How can I build a private brand monitoring capability?b). Should I develop a private brand index or similar measure?Aftermarket companies need to develop holistic, reliable and multidimensional measures to better understand, evaluate and monitor private brand value gaps across the entire aftermarket distribution channel. These measures must go beyond pricing and include quality, innovation and other dimensions such as customer and consumer perceptions. Obtaining information to develop such measures will likely mean using different approaches to gather consumer-level insights. This analysis focuses on three areas: 1) measuring and evaluating the true penetration of private brands within various product categories experiencing a high degree of commoditization, 2) identifying the root causes of this trend in quantitative and qualitative terms and 3) building viable and practical responses at brand and category levels.汽车售后市场的竞争动态：品牌产品和自主产品业务案例在汽车零配件行业中，高管正面临私人品牌的现实。
A_Look_into_the_Future_of_PLM
SAP AG 2007, Thomas Ohnemus / 9
Increasing Competitive Pressure Requests Adaptive PLM Solutions for Auto Companies to Enable new Business Scenarios Industry trends
SAP AG 2007, Thomas Ohnemus / 6
Business Challenges and SAP’s Vision Industry Scenarios SAP PLM Application and Road Map Summary
SAP PLM: YOU Drive Development Priorities
Ecosystem
Trends Highly distributed and in the High-tech Industry
complex ecosystem Continuous value chain reorchestration by outsourcing
Protection of intellectual property
SAP AG 2007, Thomas Ohnemus / 4
SAP PLM: The Business of Products Optimizing the Full Enterprise for Product Success
Globalization and design outsourcing
Implications for product life-cycle management (PLM)
Collaboration is key
2024年汽车OEM市场调查报告
2024年汽车OEM市场调查报告1. 前言本报告对汽车OEM市场进行了全面调查和研究，旨在为汽车制造商和相关行业提供有关市场动态和趋势的重要信息。
通过对市场规模、竞争情况和产品特点等方面的分析，希望能够提供有价值的参考意见。
2. 市场概述2.1 定义汽车OEM（Original Equipment Manufacturer）是指为其他公司提供自己的产品作为其原始设备的制造商，而不以自己的品牌销售。
在汽车行业中，OEM通常是向汽车品牌厂商提供特定零部件、组件或整车的制造商。
2.2 市场规模根据我们的调查数据显示，汽车OEM市场在过去几年内保持了稳定的增长态势。
预计到2025年，全球汽车OEM市场规模将达到X亿美元，年复合增长率为X%。
2.3 市场竞争当前，汽车OEM市场存在较为激烈的竞争。
主要的竞争对手包括国内外知名汽车制造商，如大众、丰田、福特等。
这些厂商通过提供高品质、高性能和可靠性的产品来获取市场份额。
3. 市场分析3.1 市场驱动力汽车OEM市场的增长主要受以下几个驱动力的影响：•技术创新：随着科技的进步，汽车制造商对于更高效、更环保的解决方案的需求不断增加。
OEM在设计和制造车辆零部件时，不断引入最新的技术，提高产品性能和功能。
•增长新兴市场：新兴市场对汽车需求的快速增长带动了OEM市场的扩张。
这些市场的消费者越来越重视汽车的品质和性能，使得汽车制造商更加侧重于提供高品质的产品。
3.2 市场挑战与市场增长相对应的是一些挑战，影响着汽车OEM市场的发展：•环境法规：各国政府对汽车排放、燃油效率等环境标准的要求越来越严格，对OEM厂商提出更高的要求。
在达到环保标准的同时，OEM需要保持产品的竞争力和市场份额。
•市场竞争：汽车OEM市场竞争激烈，各家厂商都在努力提升产品质量和性能，以获取更大的市场份额。
这导致厂商需要不断进行研发和创新，以应对来自竞争对手的挑战。
4. 产品特点4.1 高品质汽车OEM厂商通过严格的质量控制和检测，确保提供高品质的产品。
行业报告 英语写
行业报告英语写Industry Report: The Current State and Future Trends of the Automotive Industry 。
The automotive industry is a crucial sector of the global economy, with a significant impact on various aspects of society, including transportation, employment, and technology. This industry report aims to provide an overview of the current state and future trends of the automotive industry, covering aspects such as market size, key players, technological advancements, and emerging trends.Market Size and Key Players。
The automotive industry is a massive global market, with a wide range of products and services. According to the latest data, the global automotive market was valued atover $3.5 trillion in 2020, with a projected compound annual growth rate (CAGR) of 3.5% from 2021 to 2026. This growth is driven by factors such as increasing consumer demand, technological advancements, and government initiatives to promote electric and autonomous vehicles.Key players in the automotive industry include traditional automakers such as Toyota, Volkswagen, General Motors, and Ford, as well as newer entrants like Tesla and NIO. These companies compete in various segments, including passenger cars, commercial vehicles, and electric vehicles, and they are continuously investing in research and development to stay competitive in the market.Technological Advancements。
Evonik自动变速器最新技术介绍2013英文
viscosity
2. Dispersancy of oxidation products to avoid viscosity growth 3. Friction-modifier application in mixed lubrication regime
Performance Requirements Addressable by Evonik Components
MTF ATF CVTF Belt/chain Toroidal Synchronizer performance Anti-shudder durability Steel-on-steel friction coefficient Traction property V/T + low T performance Shear stability Oxidation/thermal stability Clutch friction stability Wear protection Fatigue protection Defoaming Materials compatibility � � � o � � o � � o o � � � o
CxHy
Polymer Chemistry
C=O
I
OR
� Low treat rate
2013-04-20 | Evonik’s Performance Envelope ...
� Flat V/T curve � Low PSSI
Page | 9
PAMA VII as Crucial Design Element for Fuel Economy
比亚迪发展介绍英文作文
比亚迪发展介绍英文作文英文：BYD Company Limited, also known as BYD Auto, is a Chinese automobile manufacturer that specializes in producing electric vehicles. Founded in 1995, BYD has quickly become one of the world's largest producers of rechargeable batteries and electric vehicles.In recent years, BYD has expanded its product line to include hybrid and plug-in hybrid vehicles, as well as buses and trucks. The company has also developed a number of innovative technologies, such as its Iron-Phosphate battery, which is safer and more environmentally friendly than traditional lithium-ion batteries.One of the reasons why BYD has been so successful is its commitment to research and development. The company invests heavily in new technologies and has a team of over 15,000 engineers working to improve its products andprocesses.Another key factor in BYD's success is its focus on sustainability. The company is committed to reducing its carbon footprint and has implemented a number ofinitiatives to promote environmental responsibility, such as using renewable energy sources in its manufacturing facilities.Overall, BYD is a leader in the electric vehicle industry and is poised for continued growth in the years to come.中文：比亚迪股份有限公司，也被称为比亚迪汽车，是一家专门生产电动汽车的中国汽车制造商。
行业报告 英文
行业报告英文Industry Report: The Global Automotive Industry。
Introduction。
The automotive industry is a vital sector of the global economy, encompassing the production and sale of automobiles, as well as the associated supply chain and aftermarket services. This report provides an overview of the current state of the global automotive industry, including key market trends, challenges, and opportunities.Market Size and Growth。
The global automotive industry is a significant contributor to the world economy, with a market size of over $2 trillion. The industry has experienced steady growth over the past decade, driven by increasing demand for vehicles in emerging markets, technological advancements, and changing consumer preferences. Despite the impact of the COVID-19 pandemic, the industry has shown resilience and is expected to rebound in the coming years.Key Players and Market Share。
汽车供应商行业未来十年的发展趋势研究报告
B. Present situation: The global top-100 suppliers achieved 11% sales growth
8
and 10% total shareholder return over the last three years
C. Nine mega-trends will shape the automotive supplier industry in
• Complemented by Roland Berger & Partners research and project experience
• Identification of key trends in the supplier industry to 2010
• Identification of trend impact on the supplier business system
Barcelona – Beijing – Berlin – Brussels – Bucharest – Budapest – Buenos Aires – Detroit –Düsseldorf – Frankfurt – Hamburg – Kiev – Lisbon – London Madrid – Milan – Moscow – Munich – New York – Paris – Prague – Riga – Rome – São Paulo – Shanghai – Stuttgart – Tokyo – Vienna – Warsaw – Zurich
-1-
DTW-0090-97000-06-0re is no doubt in the views of our interviewees, the change is the only thing that is certain even in the future. We have not dared to attempt a prediction of the future nor to be complete in our trend analysis – we hope to raise some critical issues assisting you in thinking about your agenda 2010.
关于汽车工业的经典前沿英文文献
关于汽车工业的经典前沿英文文献Classic and Cutting-Edge English Literature on the Automobile Industry.The automobile industry has undergone remarkable transformations over the years, evolving from a mere mode of transportation to a global economic juggernaut. The industry's growth and influence are well-documented in numerous classic and contemporary English literature. This article aims to explore some of the most influential and cutting-edge English articles on the automotive sector.One of the earliest and most influential works on the automotive industry is "The Internal Combustion Engine in Theory and Practice" by Nikolaus August Otto. Published in 1876, this book provides a detailed overview of the principles and operation of the internal combustion engine, which became the backbone of the automotive industry.Otto's work not only revolutionized the automotive sector but also laid the foundation for future advancements inengine technology.Another notable contribution is "The Car: Its Design, Construction, and Operation" by Henry Austin. Published in 1901, this book offers a comprehensive guide to the design, construction, and operation of automobiles. Austin's work provides a detailed understanding of the mechanical and engineering principles behind automotive technology, making it a valuable resource for both professionals and enthusiasts.More recently, "Automotive Engineering" by John Heywood has become a staple in the automotive literature. Published in 2011, this book covers a wide range of topics, including vehicle design, engine technology, fuel and emissions, and control systems. Heywood's work provides a comprehensive overview of the modern automotive industry, incorporating the latest advancements in technology and environmental sustainability.In addition to these classic works, numerous contemporary articles and studies have emerged to addressthe latest trends and developments in the automotive sector. For instance, "The Future of the Automotive Industry: Electric, Autonomous, and Connected Vehicles" by Michael Ramsey and David Cole offers an insightful analysis of the upcoming changes in the automotive landscape. This article explores the impact of electric vehicles, autonomous driving, and connected car technologies on the industry's future.Similarly, "The Electric Vehicle Revolution: A Global Perspective" by Jeremy Rifkin and Mark L. Schneider examines the growing trend of electric vehicles and its potential to transform the automotive industry. Thisarticle highlights the environmental and economic benefitsof electric vehicles, as well as the challenges and opportunities facing the industry in the transition to sustainable transportation.Another important article is "Autonomous Vehicles: The Next Revolution in Transportation" by Chris Urmson and Sebastian Thrun. This article discusses the potentialimpact of autonomous vehicles on transportation systems,safety, and the environment. It also explores the technological challenges and ethical considerationsinvolved in the development and deployment of autonomous vehicles.In conclusion, the automotive industry has a rich and diverse literature that spans from classic works on engine technology and vehicle design to contemporary articles addressing the latest trends and developments. Thesearticles provide valuable insights into the industry's past, present, and future, offering both professionals and enthusiasts a comprehensive understanding of the automotive sector's evolution and transformation.。
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• • • Cylinder deactivation in existing large V6s and V8s Cheaper, easier, up to 7.5% fuel economy gain Additional gains up to 15% using Dynamic Skipfire
10
How Small is Small?
Ford 1 liter 3-cylinder EcoBoost 125 HP Engine Block Weight: 52 pounds (24 Kg)
© 2016 Chevron Oronite Company LLC. All rights reserved.
Reduced Maintenance and Long Drains Renewable Fuels
New Friction Modifiers TBN Retention Additives
New Deposit Control Additives New Oxidation Inhibitors
Source: From North American Fuel Economy Testing, T. Miller, 15th Annual Fuels & Lubes Asia Conference Data from U.S. Department of Transportation Report RIN 2127-AK29
AE,
© 2016 Chevron Oronite Company LLC. All rights reserved.
15
Gasoline Direct Injection (GDI) Penetration Rate Growing
© 2016 Chevron Oronite Company LLC. All rights reserved.
Vehicle Lightweighting – Engine Downsizing is a Major Component
3L V6 (200 HP)
2L 4 cylinder Turbo (200 HP)
The OEM trend in most passenger car markets:
Engine Friction Reduction Cam Phasing Cylinder Deactivation
Gasoline Direct Injection
0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0 5.5 6.0
Fuel Consumption Reduction (%)
Automotive OEM and Industry Trends
Gary M Parsons 4 March 2016
© 2016 Chevron Oronite Company LLC. All rights reserved.
AEO OEM Focus Area for Next Decade Total Cost of Ownership and Conservation of Resources
4.7% annually
© 2016 Chevron Oronite Company LLC. All rights reserved.
Increasing fuel economy demands will continue to drive lower viscosity engine oils into all markets. New viscosity grades, such as xW-16 are being defined and introduced in some markets 7
Benefits
Fuel Economy Ultra Low Viscosity Oils Surface Treatments for Reduced Friction and Wear Turbo-Downsizing Advanced Thermal Management Additives Impacted
Source: R. L. Polk
Vehicle Age, Years
Cars Light Trucks Total Light Vehicles
The quality of vehicles and engine oils has improved significantly which allows vehicles to stay in service longer. Older vehicles are prime candidates for DIY or independent workshops. They are not typically serviced by OE dealers.
Specific Power Output Has Increased Significantly While Fuel Economy Improves
Higher power density results in more stress on oil
Source: U.S. EPA © 2016 Chevron Oronite Company LLC. All rights reserved.
Fuel Economy
Extended Service and Durability
© 2016 Chevron Oronite Company LLC. All rights reserved.
2
Fuel Economy Drives Technology Implementation
Driving Cycles NEDC, FTP, WHTC, stop/start
© 2016 Chevron Oronite Company LLC. All rights reserved.
8
Implementation of Fuel Savings Technologies Light Duty Vehicles – U.S. Market
100 90 80 70 60 50 40 30 20 10 0
Quality of Vehicles and Oil Extend Life
Median U.S. Passenger Vehicle Age As Of January Each Year
13.0 12.0 11.0 10.0 9.0 8.0 7.0 6.0 5.0 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Fcst 2017 Fcst 2019 Fcst • 2014 total light vehicle population 252 million (up 3.7 MM or 1.5% from 2013) • Median age vehicle is 11.4 years old and has more than 130,000 miles
Friction Reduction
New materials, Surface finishes, coatings
Fuel Economy
Combustion Optimization
EGR, VVT, HCCI
LSPI, aeration, corrosion control
Downsizing
Downsized, higher output engines save weight and take up less space. However, they place greater demands on engine oils.
© 2016 Chevron Oronite Company LLC. All rights reserved.
Higher power density, direct injection, turbo-charging
Narrower operating range, Low speed, high load operation
LSPI, Oxidation, high temperature deposit control
Smaller displacement, higher power density engines Smaller engines = higher load factors Changing performance demands on fuels, lubricants, and additives
Fuel Economy under transient/transitional conditions
DI and VI Selection + Base Oil Formulating Technologies, oil film control/wear
Surface chemistry and additive interactions, surface “wetting” or film formation
Internal Combustion Engines To Remain Dominant In All Regions
© 2016 Chevron Oronite Company LLC. All rights reserved.
Source: Ricardo
Fuel Economy Will Continue To Drive Technology Introductions For The Next Couple of Decades