Connecting Excellence
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1 Forum Supply Chain Excellence 2017 Keynote 1: Knorr-Bremse, Bahntechnik SUPPLIER Hartmut Sievers Vice President Direct Purchasing KB Rail Group Connecting Excellence
2 Agenda Point 1 Knorr-Bremse Rail Group company, market, challenges Point 2 Knorr-Bremse Rail Group Purchasing organization, challenges, expectations to suppliers 2
3 Every day, more than a billion people all over the world rely on systems from Knorr-Bremse SYSTEMS FOR RAIL VEHICLES High-speed trains Regional & commuter trains Metros LRVs Monorails Locomotives Passenger cars Freight cars Off-train COMMERCIAL VEHICLE SYSTEMS Trucks Trailers Buses Engines Special vehicles 3
4 Development of sales Development of sales (in million) 4,241 4,300 4,303 5,206 5,831 2, , Sales 5,206 million 5,831 million +12% Net income 560 million 645 million +15% Investments 161 million 210 million +30% Research and development expenditure 296 million 347 million +17% Employees (incl. leasing; as per Dec. 31) 23,916 24, % 4
5 Sales by divisions Sales by divisions 2015 Systems for Rail Vehicles 57% 43% Commercial Vehicle Systems ,206 million 5,831 million +12% Systems for Rail Vehicles 2,982 million 3,341 million +12% Commercial Vehicle Systems 2,228 million 2,492 million +12% 5
6 Product portfolio varied sub-systems and additional services ON TRAIN OFF TRAIN Braking Systems Windscreen Wiper and Wash Systems Entrance Systems Air Conditioning Power Electrics Energy Metering Platform Screen Doors Platform Edge Doors Safety Gates Systems for Rail Vehicles Auxiliary Converters Battery chargers Train Control Management Systems Freight and Locomotive Brake Control Spare Parts and Overhaul Management Repair and Service Rail Signalling Systems 6
7 Best in class solutions for the entire life cycle Systems for Rail Vehicles VEHICLE BUILDERS VEHICLE OPERATORS STRONG PARTNERSHIP WITH OUR CUSTOMERS Joint development of innovative solutions and products System development and construction Life cycle cost-optimized solutions Project management Pre-installed units (plug & play) 7
8 The worldwide OE railway market was decreasing in 2016; for the years we see a stable trend; positive impulses received from the service market North America Increasing Passenger market Decrease in AAR overall market, for OE and RS Europe Stable OE market Capturing new opportunities in RailServices Asia / Australia w/o China Slight increase in Japan and India Small decrease in Australia and South East Asia South America Decrease in Mass Transit due to phase out of Brazilian projects Freight market slightly decreasing Russia + CIS Overall stabilized on low level Reduction in Locos, increase in Mass Transit (e.g. Metro Moscow) China Significant decrease HS Increase in Mass Transit Increase in RS due to growing installed fleet World - OE Reduced world market mainly impacted by China and North America AAR World - RailServices Increasing opportunities esp. in modernization business 8
9 The business of KB is demanding. Challenges are coming from the market environment, from operators, car builders and competitors. However we are prepared! Summary: Business Environment Market Operators Car builders Competition RailServices market as growth driver; OE growth expected to be on a constant low level Competition Rail against Truck / Busses / Taxi services (e. g. Uber) Focusing on high fleet availability and further increasing life-cycle cost orientation More competition in traditional regional businesses (e. g. tender for NRW with DB, Albellio, Keolis etc.) Increasing competition driven esp. by internationalization of car builders (e.g. CRRC) and consolidation in the market (e. g. Hitachi / Ansaldo Breda) Consolidation of rail supply market (e.g. Wabtec bundling, potential new entrants in established markets) Chinese competitors might come with Chinese car builders Securing cost position Generating growth 9
10 Even if the overall market outlook is still positive, new technologies endanger the future growth Mobility demand Urban transport with strongest long term trend mainly from new projects in China & India Urban transport Freight Passenger rail 462,3bn 448,0pkm 10,7tkm 3,6pkm +5%p.a. 690,1bn 672,0pkm 13,6tkm 4,5pkm World wide sales transportation development Mobility innovations disrupt rail industry Toronto Opened new rail connection in 2015 to airport Forecast of daily passengers did only match passengers UBER X-offer is more convenient and cheaper for many business travellers from suburbs Conclusion New modalities and mobility services will significantly impact the business model of operators Mainline bus services are a convenient and cheaper alternative to railway Urban mobility providers like UBER, Lyft, DriveNow, etc. benefit from their big data customer analytics and can often provide better services than urban rail operators Growth potential will lead to further rail investments but price pressure will increase Source: h&z Rail Study, SCI Verkehr figures Source: independent study of h&z: h&z Rail Study 2016 Future Challenges in the European Rail Industry 10
11 The market pressure and the increasing cost pressure from public authorities force operators to focus on lifecycle costs and higher performance Necessity to re-think current business models Average order size Business Case focus 18 12? Total cost as top focus (cost per km) On-time delivery crucial E E Outsourcing of services Acceptance of lower quality standards E Leasing ratio 25% 15%? E Process related Source: h&z Rail Study 2016 Customer requirements shift from long-term and high quality to more cost oriented New customer segments arise or grow in size, demanding different product & sales strategies Current business models have to be evaluated and re-shaped to address additional growth potential Standardized product, less individualism Product related Source: independent study of h&z: h&z Rail Study 2016 Future Challenges in the European Rail Industry 11
12 Our customers form strategic alliances and operate globally Market consolidation and car builder cooperation Globalization and cross-regional activities Stadler Pesa GE Talgo CAF CRRC Kawasaki Hitachi Rotem Concentrations Increased competition and complexity in the rail business 12
13 KB Rail addresses the market change, including own cross selling Adaption of KB Rail organization with target to realize market share growth through a X-System sales focus Active management of project pipeline across all sub-systems Regional alignment / project ownership / key accounting of international projects across regions / business units / channels 13
14 Based on our vision, we focus on value creation for customers and differentiation from competitors Vision We are the trusted global provider of innovative and reliable solutions for homologated safety and eco-efficiency rail applications over the entire life cycle. How can we create further value for our customers? How can we create a differentiation from our competitors? Knorr-Bremse Connected / X-System Strategy 14
15 Agenda Point 1 Knorr-Bremse Rail Group company, market, challenges Point 2 Knorr-Bremse Rail Group Purchasing organization, challenges, expectations to suppliers 15
16 GLOBAL PURCHASING EXCELLENCE We claim to be a high performing Purchasing Organization to support the success of the Our vision: In the, our goal is to establish a worldclass purchasing organization that is a leader in its field. We aim to be a reliable partner to everyone along our value chain, making a substantial and, in particular, ongoing contribution to the success of the. 16
17 Our Purchasing & Supplier Quality strategy combines both cost competitiveness and logistical excellence. Modern instruments form the lever of our achievements Leading KPI Delivery Reliability [%] Savings Payment Terms Contract Coverage Delivery Quality [ppm] Non Conformity Rate [%] FAI Quota Supplier Consolidation EDI quota InSupply quota Inventory turnrate Consignment quota Contract Quality Flexibility First Time Right Charge Back quota 8D reaction time Complaint lead time Supporting indicators 17
18 Central Purchasing develops strategies to ensure local execution for the future needs of the business KBM KBA KBB KBU BRN GET MLK MIL FLR BER yyy yyyyyy Brakes Doors HVAC PowerTech TCMS xxx xxx RailServices xxx Needs Strategy Commodity Management Tools, Processes & Controlling Cost & Value Engineering Global Sourcing Supplier Performance Development Supplier Quality Execution 18
19 Our expectations to our suppliers are high for the sake of our common success! This is what we need from our suppliers! Professional deviation management Continuous improvement of processes Productivity improvement Zero defect quality mindset Technological progress Fulfilment of sustainability requirements Innovative products Long term product availability Professional location footprint Common target achievement 19
20 Just stating expectations is not enough. We support the realization by different tools, processes, methods and concepts Selection of methods to ensure target achievement Processes Products Tools Integrated supply chain models Supplier Early Involvement Electronic supplier communication Standardization of processes $ Cost Engineering Supplier Performance Development 20
21 Currently we focus on continuous cost contribution, supplier innovation and the integration of our acquisitions Continuous cost contribution Yearly challenge to reach cost improvement targets Main levers: negotiation, re-sourcing and VA/VE measures Supplier innovation Cost innovation as first priority Chances based on IoT technologies Integration of acquisitions Chances for well-established group suppliers Challenges by new requirements 21
22 Thank you very much for your attention! Knorr-Bremse Systeme für Schienenfahrzeuge GmbH Hartmut Sievers Moosacher Straße 80 D München, Germany Phone: Fax: Mobile:
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