2025年英国国际竞争力报告-汽车制造业

Contents Executive Summary ...................................................................................................... 3Introduction ................................................................................................................. 5Methodology ................................................................................................................ 6Survey results .............................................................................................................. 7Contextualising the 2024 Survey Snapshot..................................................................... 8Key Performance Indicators (KPIs) ................................................................................. 9Key Evaluation Criteria ................................................................................................ 11Summary of Recommendations .................................................................................. 13KPIs Deep Dive ........................................................................................................... 14Part I: Cost.............................................................................................................. 14I-1 Total labour Costs ........................................................................................... 15I-2 Labour Productivity ......................................................................................... 18I-3 Energy Costs .................................................................................................. 21Part II: Supply Chain ................................................................................................ 23Strength and resilience of supply chain ................................................................. 24Part III: Trade/Government engagement ................................................................... 28III-1 Openness to Trade ........................................................................................ 29 Executive Summary Automotive manufacturing in the UK is – in common with the industry across the globe –undergoing a challenging transformation, driven by technological change, shifts in mobilityuse cases, and geopolitical turbulence. If no action is taken, this poses risks to industry As a country with a rich motoring heritage, a history of open international trade and awealth of advanced technology and research – not to mention the advantage of a skilledworkforce fluent in English – the opportunity is to shore up our current manufacturing Our report, based on an extensive industry survey, found that internationally mobileautomotive investment is dependent on several key factors, all of which require careful 1)CostWhile not the sole factor determining an investment decision, any investment will require a clear business case. Labour and energy are the highest costs inmanufacturing and as such the critical factors. Avoidance of increased fringe labourcosts (taxes and other burdens), funding productivity improvement and action on 2)Supply chainA healthy supply chain is critical to maintain a competitive location for investment – both current parts and future mobility components. Enhanced SME business andproductivity improvement, export and finance support are essential, and local 3)Trade and government engagementThe UK has the intention to be a global trade leader – putting automotive at the centre of this is an opportunity to demonstrate our ambition. A streamlined, effectiveincentive system, competitive to other state aid regimes in both generosity and 4)Labour availability and flexibilityPreserving this key UK strength with targeted training, utilising the apprenticeship levy, regional collaboration and avoidance of over-regulation is critical. Analysis of international investmentssupports these conclusions – emphasising also theimportance ofconcierge services,readily available connected plots of land, andbuilding onrelationships with OEMsdeveloped over the longer term (including R&D as The global race for automotive investment is tough, but the UK’s history, culture andadvanced R&D mean that – with a relentless focus and targeted interventions to eliminatecost disadvantages and supply chain fragility – it can be a true competitor for the future of Introduction The automotive industry has rarely seen as great a transformation as it is currentlyexperiencing. Technological change is being driven by the shift to zero emission, connected andautomated vehicles while use case change is driven by the shift from ownership to usership, thecontinuing evolution of city mobility across Europe and the increasing prevalence of softwaredefined vehicles. Meanwhile, existing manufacturers are drastically revisiting their production The risk is clear: volumes are significantly reduced from their peak and future modelintroductions are uncertain amongst several OEMs – with the critical supply base suffering fromthis un