In this episode, EY Global Advanced Manufacturing and Mobility analysts Gaurav Batra and Anuj Chandna discuss the great value shift taking shape in automotive sector.

The automotive industry is experiencing a significant shift in value creation, moving from traditional sources to emerging technology-driven opportunities. As this takes place, the full impact and the necessary responses from companies remain uncertain. It is important for auto players to identify emerging areas of value and assess whether there is sufficient technical capabilities and talent to compete in these new areas. It is also crucial to determine how they can adapt to not just endure, but also thrive during this period known as "the great value shift."

To gain a deeper insight into evolving market dynamics, the EY organization conducted a detailed industry analysis, focusing on the emerging opportunities across the automotive value chain. The survey pinpointed 40 value pools that have been grouped into three segments: traditional, transitional and growth. The traditional category consists of well-established sectors that form the industry's foundation. The transitional segment indicates the early stages of a shift toward emerging opportunities, including hybrid vehicle production and new models of car ownership. The growth pool represents the forthcoming wave of value generation that will reshape the economics of mobility.

Gaurav Batra, EY Global Advanced Manufacturing & Mobility Analyst Leader, and Anuj Chandna, EY Global Advanced Manufacturing & Mobility Analyst, delve into the details of the EY study and highlight the three mega value pools within the growth category that hold the most significant revenue potential for automotive companies.

Key takeaways:

• Companies need to reframe strategies to align with the evolving mobility landscape and create agile organizations that can adapt swiftly.
• Industry players must adopt creative workforce strategies to attract and retain skilled professionals. Approaches, such as strengthening employer brand, collaborating with academic institutions and offering scholarships, are key to building a resilient workforce of the future.
• Businesses must refine their portfolios in response to the value shift, with a focus on customer needs and the transformation of their operating models to be agile and responsive.

In this episode, Craig Coulter and Sai Yadati from the EY Advanced Manufacturing and Mobility team, examine what industrial companies can do to accelerate their sustainability initiatives.

As the urgency for carbon net zero mounts, industries are compelled to innovate and transform. The EY 2023 Sustainable Value Study reveals that the majority of advanced manufacturing and mobility (AM&M) companies are actively pursuing emission reductions, with a significant number targeting carbon neutrality and net zero within three decades. However, they face persistent challenges, including the lingering effects of the COVID-19 pandemic, inadequate energy infrastructure, geopolitical tensions over mineral resources, and a lack of high-quality environmental, social, and governance (ESG) data.

In this installment of the Advanced Manufacturing and Mobility Business Minute podcast series, we hear from Craig Coulter, EY Global AM&M Strategy and Operations and Sustainability Leader, and Sai Yadati, EY Americas AM&M Sustainability Leader. They delve into the strategies industrial companies can adopt to meet their climate change goals, emphasizing the role of digital innovation, strategic partnerships and leadership.

Coulter presents five key methods for harnessing technology to further sustainability, advocating for initiatives that extend beyond mere regulatory compliance. Both he and Yadati highlight the critical role of leadership in cultivating a culture that embraces innovation, risk-taking and change.

Join us to learn how fostering collaboration between digital transformation and sustainability teams, investing in employee skills development and establishing strategic alliances can pave the way for companies to expedite their journey toward decarbonization.

Key takeaways:

• Challenges such as energy infrastructure limitations, conflict minerals and the need for accurate ESG data are obstacles to reaching climate goals, despite progress and investments spurred by recent legislation.
• Digital tools are critical for energy transition, with examples showing significant reductions in emissions through smart energy management and the potential of virtual power purchase agreements for renewable energy sourcing.
• Leadership plays a key role in decarbonization by fostering a culture of innovation and collaboration, essential for maximizing digital technology benefits and achieving sustainability targets.

In this episode, Alison Clark, EY UK Advanced Manufacturing and Mobility Leader, explores the roadmap to overcome challenges and leverage AI’s potential in industrials.

Driven by the rapid adoption of artificial intelligence (AI) and generative AI (GenAI) applications, the advanced manufacturing sector is experiencing a profound transformation. The emergence of these technologies is paving the way for a manufacturing renaissance, enabling new capabilities and enhancing traditional uses of AI.

Approximately 49% of advanced manufacturing and mobility firms have integrated AI into their capital allocation, and 96% of companies are projected to elevate their AI investment by 2030.1,2 This shift toward AI-centric operations is poised to reframe the competitive landscape, with companies leveraging AI technologies to unlock new opportunities for real growth.

This episode of the Advanced Manufacturing and Mobility Business Minute podcast series features Alison Clark, EY UK Advanced Manufacturing and Mobility Leader, who explores the strategic roadmap and challenges in the journey of AI adoption. Alison emphasizes the necessity of rich data, C-suite advocacy, skilled talent and a robust infrastructure and partner ecosystem to harness AI’s full potential.

For successful preparation for AI integration, Alison outlines five key initiatives: establishing a value-realization office, aligning AI with business strategy, conducting skills assessments, developing a cohesive data architecture and building an AI partner ecosystem. Join us to discover why embracing AI is more than a trend-driven journey and requires a distinct approach tailored to each organization’s objectives.

Key takeaways:

• Companies face several challenges in adopting AI, including supply chain complexities, strategic alignment, talent scarcity and the need for robust IT infrastructure. Addressing these challenges is critical for successful AI integration.
• Effective AI implementation thrives on robust data and efficient data distribution systems. It is vital to address data misalignment, elevate forecasting capabilities and manage inventory effectively for successful AI deployment.
• The adoption of AI should be a strategic decision, not a trend-driven response. Companies must approach AI with a strategy that aligns with their business objectives.

Sources:

1. "How CEOs juggle transformation priorities – the art of taking back control, EYGM Limited," EY website, https://www.ey.com/en_gl/ceo/ceo-outlook-global-report.
2. "Manufacturing in 2030 Project," Manufacturing Leadership Council website, https://manufacturingleadershipcouncil.com/manufacturing-in-2030-project/.

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, speakers Raman Ram, Mike Cadenazzi and Mike Iacono examine the turbulence shaping the aerospace and defense sector.

While airlines are placing more orders, supply chain issues and safety concerns are impeding production rates. Pilot shortages have become an issue, particularly for regional carriers. In terms of deal activity, private equity has championed creative financing solutions and has emerged as a net buyer despite complex market fundamentals.

Regulatory scrutiny remains a significant concern, necessitating proactive planning and engagement with antitrust counsels. Furthermore, sellers are increasingly evaluating prospective buyers for their ability to close deals without regulatory hiccups.

Industry leaders anticipate more orders, new solutions to supply chain issues, updates on sustainability challenges and technologies, and more transaction announcements in 2024. As businesses focus on strategic portfolio rationalization, private equity is expected to play an increasingly important role in driving transaction volume and deal value.

The podcast also includes perspective from EY Americas A&D Leader Raman Ram and EY Americas A&D Managing Director Mike Cadenazzi, as well as EY Americas Strategy and Transactions Partner Mike Iacono, on where larger deals are getting done in the A&D sector.

Key takeaways:

• North American airlines were profitable last year and it's expected that the rest of the world's airlines will also be in the black this year.
• Despite underwhelming market fundamentals, private equity is leveraging sector resiliency and capital availability to continue with strong buying.
• While pilot shortage is a looming issue, fleet availability is seen as a more immediate concern.
• Strategic buyers continue to shape their portfolios, even as they remain cautious about buying.

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, EY analysts Anuj Chandna and Angsuman Sharma share insights from the latest EY Electric Vehicle Country Readiness Index.

The EY Electric Vehicle Country Readiness Index (EVCRI) examines global auto markets and their preparedness for an electric vehicle (EV) future. The most recent index evaluated 20 crucial EV markets, representing over 93% of worldwide EV volumes, to gauge their maturity.

The index evaluates three fundamental areas — supply, demand and regulatory — to determine what works in driving the overall EV ecosystem and the best practices for each country. 

China continues its dominance of the EV market, remaining the undisputed leader in electrification of its vehicle market. Norway retains the second position in electrification, with the US, Sweden and the UK completing the rest of the leadership positions. 

Rising fuel costs, increasing availability of EV models and swelling penalties on internal combustion engine (ICE) vehicles encourage consumer adoption of EVs across the globe. However, the lack of charging stations and higher upfront cost of EVs continue to be concerns. 

Key takeaways:

• Factors such as fuel costs, availability of EV models and charging stations, penalties on ICE vehicles and cost of vehicles influence consumer decisions.
• Key markets are rapidly developing their own local EV ecosystem and addressing the issues in the battery supply chain.
• Public-private partnership is the way to invite investments in developing charging infrastructure.
• Regulators and policies wield significant influence in fostering EV ecosystems.

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, Raman Ram and Mike Cadenazzi discuss what lies ahead for the aerospace and defense (A&D) sector.

While the war in Ukraine continues to drive innovation in the defense industry, defense spending in the US and across Europe has been restrained as countries prioritize reducing deficits accrued during the COVID-19 pandemic. On the commercial aerospace side, airlines and major network carriers are seeking to clear debt from their balance sheets in anticipation of expected increases in air travel demand.  

This recurring theme of fiscal prudence was also evident in the number of orders placed at Paris Air Show 2023, which came in less than industry analysts had been expecting. At the same time, the US is investing more money into its industrial base to build a new fleet of submarines, and is also making significant investments in ammunition production to support Ukraine. Will these investments open the door to more robust defense spending in the face of ongoing geopolitical uncertainty? 

The podcast also includes perspective from EY Americas A&D Leader Raman Ram and EY Americas A&D Managing Director Mike Cadenazzi on the readiness of the supply chain to support stronger levels of production in both the defense and commercial aerospace sectors.

Key takeaways:

• Air traffic demand is projected to double by 2040.
• Per passenger profits have increased to over US$2, after being in the negative in 2022.
• Competitive intensity in the A&D sector is not bringing down the yield.
• Supply chain will play a pivotal role in the ability of A&D companies to meet market demands.

In this episode, EY Global Advanced Manufacturing and Mobility analysts Gaurav Batra and Menaka Samant share insights from the 2023 EY Mobility Consumer Index.

The Mobility Consumer Index (MCI) is an annual study conducted by EY Global Advanced Manufacturing and Mobility. The study reviews and assesses the latest trends and patterns in the mobility sector. The latest edition of MCI surveyed over 15,000 consumers in 20 countries. 

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, Gaurav Batra, EY Global Advanced Manufacturing & Mobility Analyst Leader, and Menaka Samant, EY Global Advanced Manufacturing & Mobility Analyst, explore the shifts in the mobility landscape, with a focus on EV adoption and acceptance. They discuss the broad themes that emerged from the latest edition of MCI research, identify five EV customer personas and share three no regret moves that will help move consumers toward EV adoption.

Key takeaways:

• More than half (55%) of the survey respondents are planning to purchase a fully electric, hybrid or plug-in hybrid vehicle over the next two years.
• SUVs have emerged as the most preferred body type for potential EV buyers across geographies.
• While range continues to be a major factor driving the hesitancy in buying an EV, lack of charging infrastructure, upfront purchase costs and inadequate charging stations also play a crucial role.
• To alleviate consumer uncertainty regarding the EV ownership experience, continued education should be provided.

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, Andrea Weinberger explains why automotive companies need a broader ESG agenda to achieve a more sustainable future.

Although the adoption of electric vehicles (EVs) is gaining popularity and considered as one of the crucial steps toward decarbonization, professionals believe that for transforming to a more sustainable future, automotive companies need to address wider topics. These include minimizing resource extraction and depletion, reducing waste and water usage, and promoting circular business models.

To make a meaningful transformation, automotive companies need to integrate sustainability into their operating model, rather than treating it as a separate project. Making environmental, social and governance (ESG) initiatives a part of day-to-day operations will help simplify sustainability and make significant progress.

In this episode of the Advanced Manufacturing and Mobility Business Minute podcast, Andrea Weinberger, Partner, Strategy and Transactions, Ernst & Young GmbH Wirtschaftsprüfungsgesellschaft, describes why the automotive industry should leverage a wider sustainability strategy. 

Key takeaways:

• It is important for automotive companies to understand that more sustainability initiatives do not mean less profitability.
• Although electrification of vehicles and decarbonization are important, they are not sufficient to transform into a sustainable future.
• Creating a positive social impact in the communities where a company is operating would be a valuable step in the transformation.
• Authenticity is one of the crucial factors that distinguishes a credible sustainability strategy.