汽车行业的循环性

As with all strategic initiatives that have a far-reaching impact, the deployment ofcircular initiatives must follow a structured, strategic approach. The logic is relatively This approach can be broken down into four key imperatives: Strengthen foundations: Optimize activities and strategically expand theportfolio for OEM Remanufactured Parts Circularity has long existed among OEMs through remanufacturing of ICEmechanical parts. Yet, these legacy activities remain highly under-optimized. Core However, with limited investment and certain optimizations, OEMs can significantlyexpand this business, reach new customer segments and improve profitability. The OEM's capabilities that would be enhanced as part of this transformation—demand forecasting, engineering, logistics, pricing and sales & distribution—will Push the boundaries: Pursue strategic portfolio expansions into Reuse &Repair offerings The European automotive market is witnessing the significant ageing of the carparc, primarily consisting of ICE and/or hybrid vehicles, likely increasing both the Driven by end-customer and intermediary (e.g., insurer) demand, the demand forremanufactured (20–30% more economical), repaired (30–40%) and reuse (up to Once the foundational capabilities of remanufacturing are in place, OEMs will bewell-placed to expand their aftermarket portfolios into Reuse & Repair offerings. Here, partnerships become a critical lever—whether through commercialagreements, joint ventures, or acquisitions—to scale this business. From partnerships For most OEMs, the sale of parts (wholesale or via platforms) of other OEMs—sourced via dismantler partnerships/operations—would support the profitability of Cautiously enter new territories: Expand to Material Loops to enablehigher supply chain resilience Among the varied proposals of the revised ELV directive, certain requirements areexpected to create a significant onus on OEMs for vehicle recycling through revised Unlike circular models for auto components that have significant synergies withexisting aftersales operations, circular models for materials (e.g., plastics, steel,aluminum) are farther removed from core OEM operations and carry higher risk. Once again, an effective partnership ecosystem is essential—building upondismantling partnerships for sourcing cores and Reuse parts, to include partnerships In seeking partnerships, OEMs should look beyond the automotive sector to ensuresufficient economies of scale for operational profitability. But OEMs must strike the •ELV collection: Secure sufficient ELVs via B2C platforms,auctioneers, insurers, etc.•Logistics: Transport ELVs and parts/materials from repairnetworks via logistics specialists•ELV dismantling: Scale-up and decentralize for efficiencyvia partner ATFs Prepare for the future: Evaluate options and deploy Battery Recyclingmodels once economies of scale can be achieved If there is one certainty in the battery recycling space, it is that ignoring it would be amajor strategic error. Indeed, as the EU Battery Regulation requires the gradual Yet the pace of EV adoption, evolving battery chemistries and recyclingtechnologies create a highly volatile and uncertain landscape. In such a high-risk environment, risk-sharing becomes the only viable strategy.Building coalitions across the value chain—recyclers, battery manufacturers, OEMs with a presence in Europe should prioritize two immediate actions: First, quickly define and deploy a cost-efficient model for collecting end-of-lifebatteries to secure a stable supply of feedstock. A critical prerequisite is gaining a Second, support the development of competitive, large-scale battery shreddingand black mass refining capabilities within Europe to enable a fully closed-loop For automotive OEMs, adhering to the four key imperatives is essentialfor building a robust and credible circular business model. However, it While operational excellence spans many areas, three core priorities Collection:Efficient reverse logistics and product take-back schemesare crucial to securing quality material flows at scale. This is also an Standardization:Circularity is fundamentally about managingdiversity—used parts and materials are, by nature, variable and oftenunique in condition, composition, and provenance. However, achievingscale and efficiency in circular operations requires introducingstandardization wherever possible—in components, interfaces, testingprotocols and data formats. This reduces complexity, lowers costs andenables seamless integration across reverse logistics and 4R streams. Partnership management:Circular ecosystems demand strategic, long-term collaboration—from recyclers and remanufacturers to logistics These partnerships are not static: they must be regularly monitored,adjusted and rebalanced as technologies, market conditions, and A structured and staged approach to circularity, combined with arelentless focus on operational excellence, is essential for OEMs