Over the past decade, China's passenger car market has been developing rapidly and has become the world's first market. What's more, China's high-end car market has been growing at an alarming rate of 36% a year, which is higher than the overall growth rate of 26% a year in China's passenger car market during the same period, becoming the world's second largest high-end car after the United States. Market. In 2012, China's high-end car sales reached 1.25 million, accounting for 9% of passenger car sales, surpassing Japan (4%) and South Korea (6%). It should be said that China's passenger car market has made remarkable achievements in both quality and quantity.

China's high-end car market will grow at an average annual rate of 12% between now and 2020, compared with an overall growth rate of about 8% for passenger cars over the same period, according to the consultancy. China's high-end car sales are expected to reach 3 million units by 2020, roughly the same as those in Western Europe, while the U.S. market is expected to sell 2.3 million units over the same period. In fact, China is expected to surpass the United States in sales of 2.25 million vehicles by 2016 and become the world's largest high-end car market.

With the development of automobile manufacturers both at home and abroad, a mature supply chain system has been formed in China. In order to seek market position, profit maximization and long-term survival and development in China's passenger car market, both domestic and foreign vehicle manufacturers hope to find long-term and stable parts partners. The direction of cooperation is not limited to the supply of parts or after-sales parts market, but focus on the supply relationship. Long term strategic development cooperation. From the perspective of auto parts suppliers, in order to survive in China's auto market and seek market position and improve profits, we should not just stay complacent and become qualified suppliers, but take the initiative to upgrade supply chain management, product collaborative research and development, quality standards, supply chain collaboration, and so on. After-sales service, optimization and upgrading of manufacturing mode and other fields all-round seek to cooperate with the vehicle manufacturers in depth, and then through the planned merger and acquisition of domestic and foreign supply chain layout to strengthen the advantages of this supply chain in-depth collaboration to solidify their dominant position in the automotive supply chain. Of course, we should pay attention to the rapid exaggeration process, need to be very careful about the management of expansion costs and the ability to control the Group supply chain, need to establish a global supply chain management norms, play to the advantages of scale, rather than regional supply chain small system.

Foreign manufacturers are experienced and invest heavily in this field. They often use mature supply chain evaluation systems to help audit and evaluate potential suppliers. The Material Management Operations Guide/Logistic developed by AIAG, together with Ford, General Motors, Chrysler, JCI and other automotive and parts industry leaders, is a joint venture. Evaluation has become the benchmark and standard of supply chain management in automotive parts industry. After years of promotion and practice, Euro-system industry leaders such as Volkswagen, Audi and Volvo are increasingly using MMOG/LE to evaluate their suppliers (including potential suppliers and existing suppliers) and to help them supply. Suppliers should continue to improve their supply chain management.

It is easy to understand that suppliers wishing to cooperate with vehicle manufacturers should have such qualities:

1. With long-term supply chain management strategy, financial health and national and global supply capacity;

2. Transparent and efficient customer communication ability to respond quickly to the complete vehicle manufacturers'requirements;

3. Transparent and efficient sub-supplier collaboration can quickly decompose the demand of the whole vehicle manufacturer and the production plan into the supply demand of the sub-supplier, and effectively manage it.

4. effective production planning and management capabilities, in line with the needs of vehicle manufacturers, efficient and orderly arrangement of production;

5. Product management ability, R&D, sales, production and procurement can effectively cooperate, effectively manage new product delivery and product upgrade;

6. Be able to adjust the production and delivery mode flexibly with the logistics planning and production mode of the whole vehicle manufacturer.

7. risk management capability;

These characteristics are embodied in the provisions of the MMOG / LE specification, so can meet the requirements of MMOG / LE, in the supply chain management with the world-class vehicle manufacturers have the ability to dialogue and communication.

AIAG cooperates with MMOG/LE training and self-evaluation consulting vendors all over the world. QAD suggests that parts enterprises should adopt the four-step strategy of self-evaluation from MMOG/LE, confirmation of improvement scope and plan, optimization of process, and informatization landing to evaluate and upgrade supply chain management.

1. First of all, through MMOG/LE self-evaluation, we evaluate the current supply chain management process system, from customer management, sub-supplier development and management, product management, quality management, planning management, delivery management and other dimensions, to assess whether it meets the specifications of the automotive parts industry, whether it can meet the needs of vehicle manufacturers, listed. Make a list of differences and list possible improvements and strategies for management to evaluate and select.

2. Using the method of leading enterprises to systematically evaluate the above list of differences, systematically analyze the feasibility of improvement, the logical relationship of implementation improvement, investment and potential income, and on this basis formulate a feasible implementation plan for improvement.

3. First of all, optimize the business process, examine the organizational structure of the enterprise and whether the responsibilities of each business department need to be optimized, and conduct a serious business process simulation.