软件定义汽车全球制造商就绪情况研究

Executive summary04 Understanding the SDV market06 Building the technical foundation10 Maximizing efficiency18 Unlocking the value of SDVs30 Conclusion35 Contacts36 Executive summary The transition to software-defined vehicles(SDVs) is revolutionizing the automotiveindustry by decoupling software from hard-ware to enable rapid, ongoing development.At the same time, vehicles are becomingextensions of the digital space, integratingnew features and capabilities that align withevolving customer needs. Cloud-basedoperating platforms and over-the-air (OTA)updates are becoming standard, pushingcompanies to leverage strategic alliancesand robust architectures to manage thegrowing complexity of mobility data. Successfully navigating this shift canunlock significant efficiency gains and newdata monetization opportunities. DeloitteGlobal’s 2023 SDV study, “Engineering themobility revolution” highlighted the keytrends and strategies defining the SDVrevolution. Building on that study, DeloitteGlobal conducted interviews with morethan 160 executives from original equip-ment manufacturers (OEMs) in Germany,France, Italy, United Kingdom, Spain, theUnited States, Japan, and South Koreafrom March to April 2024. The new surveyprovides valuable insights on the rapidlyevolving nature of SDVs and the transfor-mational impact this trend is having onautomotive manufacturing organizationsaround the world. Key findings Strategic shift toward SDVs Centralized decision-making OEMs are increasingly investing in the development ofSDVs, with substantial resources allocated to researchand development (R&D). Investments in SDVs reachedup to US$3 billion per company in the last fiscal year,reflecting the industry's commitment to staying com-petitive in the digital era. OEMs are also prioritizinginvestments in artificial intelligence (AI), machine learn-ing, and connectivity. These technologies are importantfor enhancing vehicle intelligence, personalization, andautonomous driving capabilities. A majority (69%) of OEMs are adopting a centralizeddecision-making approach for SDV strategies, drivenby the need for consistency, cost efficiency, and fasterresponse times to support robust development. OEMsshould balance this strategy with the need to empowerregional offices and sub-brands with the flexibility toadapt to local market conditions. Disparity in self-perception between technicaland business departments Partnerships and collaboration Strategic partnerships are becoming increasinglyimportant for addressing complex challenges and driv-ing innovation. OEMs are focusing on partnerships inareas such as cybersecurity, autonomous driving, andadvanced operating systems (OS) to leverage externalknowledge and gain a competitive edge while reducingoverall R&D expenditures. A notable disparity exists between an OEM’s technicaland business departments when it comes to theirperceptions of SDV readiness. Nearly 90% of techni-cal department executives believe their company is aleader in SDV development and implementation. In con-trast, 45% of business department executives have thesame opinion. This misalignment suggests that someOEMs may face challenges in creating a cohesive strat-egy, potentially hindering the effective implementationof SDVs. To address the disconnect, OEMs should fostergreater collaboration and communication betweentechnical and business departments. Aligning resourceson key priorities will be important for developing acohesive SDV strategy. Understanding theSDV market The development of SDVs represents atransformative phase in the global auto-motive industry. According to a recent fore-cast, SDVs will represent the vast majorityof vehicles sold by the end of the decade.1This aligns with the results of the DeloitteGlobal SDV readiness survey2that suggests81% of the vehicles in an OEM’s fleet will bedefined by software by 2030. As a result,more than 9 in 10 respondents in the sur-vey confirmed they are actively investing inthe adoption of SDVs, demonstrating a firmcommitment to this wave of digital trans-formation. This highlights the strategic imperative forOEMs to efficiently align their organiza-tional structures. In addition, current tradi-tional vehicle engineering procedures maynot adequately facilitate the incorporationof digital products and solutions, requiringthe implementation of new core architec-tures, agile transformation, strategic rela-tionships, and process restructuring. Perceptions of SDV readiness One of the most striking discrepancies toemerge from the Deloitte Global surveypoints to a disconnect in the way techni-cal and business departments view theircompany’s competitive positioning when itcomes to SDVs. Nearly 9 in 10 OEM execu-tives in a technical role felt their companywas already a leader in SDV developmentand implementation. In contrast, less thanhalf of survey respondents in a businessrole said the same. Technical departmentslike R&D are laser-focused on the devel-opment and implem