电子制造服务行动领域：领先未来十年的六大策略

Six strategies to get ahead andnavigate the next decade Managementsummary A path forward for EMS providers Europe's electronics manufacturing sector has been characterized by years ofvolatility – driven by pandemic-induced supply chain shocks, geopoliticalrealignments and rapid technological change. This has fundamentally altered the oncestable, globalized EMS (electronics manufacturing services) landscape. Leading EMSproviders are now rethinking their business models, customer relationships and investmentpriorities to manage the shocks and adapt. Resilience, agility and value chain integrationare the order of the day. The transformation is working. The sector is returning to growth, with a CAGR of 5-6 %expected through to 2029. But the path forward is not clear cut. Numerous obstaclesremain, from increasingly fierce competition to shifting customer needs and laborshortages. This means it is decision time for companies. How can they best addressthese challenges and maximize growth and profitability? And which strategic leverswill define success in the next decade? This article aims to answer these questions and more. Drawing on recent project work,market studies and discussions with industry executives, we identify current market trendsimpacting European electronics manufacturing and crystallize the six key action areas forEMS providers as well as distributors and OEMs involved in the sector – maximizing growth;building resilience; increasing competitiveness; fostering deep and lasting customerrelationships; expanding services beyond EMS; and prioritizing technology, talent &sustainability. We then recommend strategies to navigate each. Contents Action area 1Maximizing market growth exposureAction area 2Building resilient supply chainsAction area 3Increasing competitiveness through M&AAction area 4Fostering deep and lasting customer relationshipsAction area 5Expanding services beyond EMSAction area 6Prioritizing technology, talent & sustainabilityConclusion4678101214 Action area 1Maximizing market growth exposure While the EMS market is growing overall, some marketsegments are recovering more strongly than others;these should be targets for EMS providers What's happening? The European electronics manufacturing market rebounded strongly after its COVID-19-induced downturn but has since stagnated at around pre-COVID levels. We project growthof 5-6% CAGR through to 2029. This growth is characterized by strongly differing end marketgrowth. The Defense, Medical and Energy segments are driving the market growth, whileAutomotive, the 3Cs and Industrials are much less dynamic. Defense leads the way at 8-10%CAGR, boosted by recent injections into European government defense budgets. Medical(7–8% CAGR) and Energy also outpace the broader market. Automotive and the 3Cs remainstagnant.A Several underlying factors are driving this growth forecast. The key driver is end marketdemand across the segments, while others include continued electrification (for example,the EU's Green Deal and emissions regulations aim to accelerate adoption of renewables),reshoring and the ongoing shift to outsourcing by OEMs. Regarding the latter, many OEMsare hesitant to invest the CAPEX required to maintain in-house production and are insteadfocusing on the core of their value creation. In return, EMS providers offer flexibility andscalability to respond to shifting market demands and technological change. Outsourcing isparticularly critical for Defense OEMs as they scale their production to meet current andanticipated demand. How market leaders are responding The most resilient and profitable EMS providers are those with a diversified end market mix,strong presence in LVHM segments, and a focus on the high-growth end markets. Unsurprisingly, companies with exposure to structurally higher-margin sectors (such asDefense and Medical) consistently outperform peers focused on commoditized or cyclicalmarkets. Further, market leaders actively search for opportunities in growth segments andproactively manage their industry exposure. Way forward Pivot to high-growth end markets Senior leaders should consider the underlying capabilities of their organizations and activelyrebalance their customer and sector portfolios toward more attractive high-growth, high-barrier verticals that match these capabilities. This may require targeted mergers andacquisitions (M&A), investment in certifications (for example, ISO 13485 in medical devices orNATO's AQAP 2110), and the development of specialized engineering capabilities. AGrowth by end market Segments are expected to grow at different rates,with Defense leading the way European electronics manufacturing market by end market2019-2029 [EUR bn; %] Action area 2Building resilient supply chains OEMs demand resilience but won't pay for it;EMS providers need to embrace resilience andmake it a strategic differentiator What's happening? The COVID pandemic and subsequent geopolitical shocks, es