软件定义汽车——彻底改变汽车行业

DateNovember 2024 Software-defined vehicles (SDVs) catalyze Automotive transformation Executive summary SDVs are characterized bydecoupling hardware and software, building architecture-led platforms,andcentralizing E/E1)architectures.Whileno OEMhas launched a “full” SDV,ChineseandUS players are leading in SDV maturity.1 The advent of SDVsre-shuffles automotive value pools. The markets for software development (+ €36bn), E/E development(+ €13bn), and E/E components supply2)(+ €199bn)are expected togrow at ~5% CAGRuntil 2035, above the industry average.2 While we expectEuropeanOEMs to extend their capabilitiesand continue todrive the European ecosystem,tech playersdominate the Chinese market,disrupting the traditional value chainandre-shaping value propositions.3 European OEMs’ profits may increase by €20bn by 2035,due to the increasing market size and the shift to more profitable valuepools in an OEM-partnering scenario;if the transformation fails, €20bn in profits are at risk.4 Thetransformation requires OEMs and supplierstoadapttheirway-to-playandoperatingmodel. Tofullyparticipatein thegrowth opportunities, large gaps observed inorganization,processes, governance, people and culture,andtoolsneed closing. 5 Effective partnering, especially with tech players, will be essential for OEMs and suppliers to realize their strategies,balancingstandardizationto gain economies of scalewith proprietary innovationto differentiate across competition.6 Strategy&Software-defined vehicles–revolutionizingthe automotive industry What actually are SDVs? A ‘software-defined vehicle (SDV)’ is an automobile that relies ondigital technology.Allfunctionalities,incl. driving, entertainment,communication, safety, and comfort, areenabled,managed,controlled,andcustomizedthrough software. SDVs are connected to thecloudandinteract digitallywith theirenvironment.New functionalities arecontinuouslydeployedover the airwithout requiring hardware changes. Key SDV development characteristics are theseparationof software from hardware,which enables scalabilityand development time reduction, andintegration intodigital ecosystems. Beyond unlocking a world of benefits for customers, developing SDVs isparamount for OEMsto stay competitive Benefits of SDVs Upgradability and flexibility•Product changes OTA without hardware change Reduced costs•One-time development and validation costs •Reduction of recall costs through OTA1)updates•Less need for specialized hardware •Remote maintenance and remote healing•Configuration to user and regulatory needs Shorter time-to-market•Parallel and iterative development cycles Modern user experience•Customization to brand and user preferences •Rapid prototyping/testing in the virtual environment•Easier integration of software and hardware •Smartphone-like interfaces•Up-to-date user experience Differentiated business model•Subscription-or usage based services Ecosystems integration•Effortless integration into multiple ecosystems •Usage of 3rd-party applications•Easier collaboration with equipment suppliers •Continuous revenue from OTA updates•Differentiated pricing of features possible Increased performance•Usage of data to improve performance Improved safety and security•Advanced safety functions •V2X2)data exchange and swarm intelligence•Remote vehicle control and theft prevention •Intelligent control based on sensor data•AI-supported services Strategy&Software-defined vehicles–revolutionizingthe automotive industry OEM benefit 1) OTA = Over-the-air 2) V2X = Vehicle-to-X The shift in technology and architecture will disrupt the automotivevalue chain, redefining its players’ way-to-play and operating model Areas of SDV disruption Product technologyand architecture Value chain andnew industry players Description •Emergenceofsoftware-basedfunctionalities withcentralizedcomputing(e.g., ADAS)•Extensionofproduct lifecycleandconnectivitythrough OTA updates andcloud services (e.g., new infotainmentsoftware) •Entranceofplayers from outsidetheauto industrywithexpandedservice offeringsanddirectcompetitionto OEMs•Combattingproduct complexitythroughco-innovationonplatforms,collaboration,andrevenue sharing Way to play •Adaptingvalue propositionandbusiness modelto counteractcutthroat competition•Re-definingtheway-to-playwithin thenewvalue chain(e.g., inhouse,partnering) toincrease speed Operating model •Shiftinorganization, governance,processes, talent,andculture•Continuousandscaleddevelopmentandhomologationwithintegrated toolchains Challenges •Deals strategy•Partnerships, cooperation, openinnovation strategy•Anti-trust strategy•Publicincentives/funding strategy•Transfer pricing/taxes/customs strategy •Software development•Handling of legacy technology•System integration•Industry-wide standards on interfaces•Semiconductor capabilities•Cybersecurityconcept •Value proposition•Offering characteristic•Approach to market•Competitive focus•Monetization strategy •IT and systems strategy