Page 8 - September 2018 Disruption Report Flip Book

DISRUPTION OF TRANSPORTATION SEJAPNTEUMARBYER20210818
On July 24, Ford Motor Company announced the formation of Ford Autonomous Vehicles LLC, part of the legacy auto manufacturer’s efforts to reorganize its self-driving car efforts onto one unit and open the possibility of outside investment into the LLC. Ford plans to spend $4 billion on autonomous vehicles over the next years, which includes the $1 billion the company has invested Argo AI, its self-driving technology partner.
Ford’s AV strategy involves robot taxis and driverless delivery, slated to be on the road by 2021— three years after Alphabet’s Waymo, which plans to open a robotaxi pilot in Phoenix later this year and two years after GM plans to deploy self-driving Chevy Bolts in a taxi service next year. Ford is currently piloting self-driving Fusions in Miami, Pittsburg and Detroit—ferrying people, packages and pizzas through partnerships with Domino’s Pizza and Postmates. “This is complex work for any company, whether it’s an auto company or a Silicon Valley company,” said Sherif Marakby, CEO of Ford Autonomous Vehicles. “It’s bringing a lot of pieces together that nobody has brought together before.”
“There’s not going to be 10 winners in this space when we look back,” said Ford CEO Jim Hackett during the company’s July 25 earnings call. “There’s going to be a few, and we plan on being
one of them.” (Driverless Car Watch, Dr. Alexander Hars, 08/31/18; Bloomberg, Keith Nuaghton, 08/09/18)
“...[M]aking the transition from product-centWrichabtuesfifneectssweisllttohisehravviceeo-ncentric ones will be difficult the automotive value chain?
and painful for traditional automakers,” wrote BI Intelligence’s Jonathan Camhi. “This will be compounded by competitive, regulatory, and consumer acceptance challenges. Not every
automaker will succeed in making that transition, and some of them won’t have to make it as
The comprehensive and rapid and the suppliers will have to offer
reorganisation of the automotive sector, customer-oriented innovations. This
quickly as others—or at all.” (The Autonomous Mobility Ecosystem, Jonathan Camhi, March 2018)
as we predicted, will have far-reaching report could form the basis for deriving
consequences for the entire industry and its value chains. Elementary structures and attitudes will have to change fast in order to cope with the developments by 2030 and beyond. If they want to remain successful, both the manufacturers
the strategic and conceptual implications for manufacturers, suppliers, the automotive trade, as well as insurance companies and other financial service providers. The initial focus of our study is the classic automotive industry.
REORGANIZATION OF AUTOMOTIVE SECTOR
Fig. 28 Effects on the industry
autonomous driving
new tariff structures
flexible production
discontinuation of typical production groups
high technological tempo
collaborations
insurance
...
manufacturers
“throwaway cars”
changing drive systems
changing drive trains
Implications
funding requirements for the transformation of the automotive industry
financial service providers
sales
suppliers
trade
legislation
formulation of standards
changes in customer structure
discontinuation of servicing
after-sales
autonomous driving
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