2. ภัยคุกคามจากคู่แข่งรายใหม่
(New Entrants)
High Investment
Very High High Technology
Auto mobile Industry
ผู้จัดหาวัตถุดิบ ลูกค้า
(Suppliers) (Buyers)
Low->High? High
Controlled by relationship
But High
Scarcity Problem
Recycle Technology are
concerned. Commodity Transportation
ภัยคุกคามจากสินค้าทดแทน -Train
(Substitutes)
-Helicopter
High Personal Vehicle
-Motorcycle
3. Zero Emission Short Product Life Cycle
Affordable Price
Non Combustion system Durability High Safety
Environment Friendly Low Fuel Consumption High Technology
4. Motorcycle
Passenger car
Pick up Summit in
Thailand
Truck
Bus
Special vehicle
Matl' Supplier Tier 3 Supplier Tier 2 Supplier Tier 1 Supplier Car Assembly Dealer
Low Matl’ Cost Matl’ & Process Cost Affordable Price
Light weight Eng. Design Low fuel consumption
High Performance Eng. Design Durability
Knowhow High Safety
Knowhow High Technology
R&D & Flexible Production Process
Short Product Life Cycle
Light weight Zero Emission
Non Combustion system
Reuse/Recyclable Matl’ Light weight Environment Friendly
Good Financial
5. Matl’ & Process Cost Connection or Relation of Matl’
Knowhow of Matl’ usage
Light weight Knowhow of Foaming & Process
Eng. Design
Knowhow
Knowledge Engineer R&D
- Engineering Design
- Fit w/ Environment
- Legal & Standardize
Communication skill Flexible Production
Process
Skilled Worker
Large no. of workers
Flexible Process
Financial
Good Financial Support
Government Support
13. ตารางเปรียบเทียบปัจจัยการลงทุน
Material Engineering Labor Facility Production Government
Technology Ability Technology Support
Japan ++ ++ -- ++ ++ --
China ++ ++ ++ ++ + 0
Korea ++ ++ -- ++ 0 0
India ++ ++ ++ 0 + ++
ASEAN 0 + + 0 0 ++
Thailand + 0 + + + ++
14. Diamond Diagram:การลงทุนในประเทศอินเดีย
กลยุทธ์ : Cost Leadership
เหตุสุดวิสัย : ความไม่ - Localized Production
แน่นอนของสภาวะ - Local Development
เศรษฐกิจโลก, การเมือง, - Local Labor
ความขัดแย้งที่ชายแดน - Local Material
อุปสงค์ในประเทศ :
มีความต้องการเพิ่มมากขึ้น
ปัจจัยการผลิตในประเทศ: สืบเนื่องจากการขยายตัวของ
แรงงานมีคุณภาพ, ค่าแรงถูก, เศรษฐกิจ, มีการตัดถนนเพิ่ม
ไม่มี language barrier, มี มากขึ้นจะdrive ให้ demand
วัตถุดิบในประเทศ, มีCluster เพิ่มมากขึ้นด้วย
อุตสาหกรรมรถยนต์
รัฐบาล :นโยบายรัฐสนับสนุน
-Supplier Assessment
อุตสาหกรรมสนับสนุนและ -Supplier Incentives
เกี่ยวเนื่องในประเทศ : ครบวงจร เหล็ก, -Competitive Pressure
-Direct Involvement
แม่พิมพ์, การขนส่ง, พลาสติก, และตลาด *http://www.spxindia.org/
projects-sdp.html
15. กลยุทธ์ : Cost Leadership
- Localized Production
- Local Development
- Local Labor
- Local Material
- Local Supplier
16. ปัจจัยการผลิตในประเทศ:
Indian auto covers companies from Three major clusters in India
Indian auto has over 600 companies 200 companies
from NCR, 250 from Chennai and 210 from Pune
profiled by qualified engineers and partner assocations
ISO & TS Certified companies in Indian auto
-77% of the companies in Indian autoare
certified ISO 9001 and 34% are certified TS16949
-Destination of Exports of companies inIndian auto
18. อุปสงค์ในประเทศ
• India is the second fastest growing automobile market in the world after China.
• Passenger vehicle production during the period April 2010 to August 2010 increased by nearly a third from a year ago. For
the year ending March 2011, passenger vehicle output is expected to exceed 2.5 million.
• India is emerging as a major production base for small cars, with output expected to reach 3 million units by 2016. The
country is building a reputation in designing and manufacturing low cost cars.
• Production of trucks and buses increased by nearly 66% between April 2010 and Aug 2010. An expanding highway network
and overall economic growth is pushing up demand.
• India is the second largest market for motorcycles worldwide. Output of over 4.5 million units was registered during April
2010 – Aug 2010, marking growth of over 27%.
• The auto parts industry is also scaling up, as global car manufacturers are increasing their component sourcing from India,
due to cost and engineering competencies.
• Competition is intense as most global firms have entered the market.
http://www.thomaswhite.com/explore-the-world/BRIC-spotlight/2010/india-auto.aspx
19. รัฐบาล :นโยบายรัฐสนับสนุน
Supplier Assessment is one strategy, which means that a buying firm makes an id-depth
evaluation of suppliers’ quality in delivery, cost, technical and managerial capability. An important
part of the assessment process is to provide the suppliers with feedback so that they know what
the buyer expects and also to provide the supplier with directions for improvement.
Supplier Incentives are another developing strategy within this area. The focus in this strategy is
to give the supplier extended business if they can achive a certain goal. These market based
incentives are awarded based on a supplier’s performance and designed to make the supplier
perform even better.
Competitive Pressure is the third strategy and is applied by buying firm to its suppliers when it is
using more than one supplier. The aim is to buy from the supplier that is most competitive on the
market and much focus is on low prices.
Direct Involvement activities is when buying firm directly involves itself in the supplier
development effort and necessary investment by the buying firm in the supplier through
activities such as training and education of a supplier’s personnel.
http://www.spxindia.org/projects-sdp.html