New Auto-Mobility Value Chain
This report explores changing trends in the auto-mobility industry, answering questions such as :
- What are the most significant changes occurring in the auto-mobility industry?
- Which new players are arriving, and who will be the winners and losers?
- How can logistics transform to enable auto-mobility industry success?

A core assumption in the traditional automotive value chain is that end users rely on cars for transport. However, megatrends like urbanization, the sharing economy, and app-based lifestyles, along with external shocks like the coronavirus, have disrupted this model.
Key Developments and Implications

By most projections, all new vehicles will be ‘connected’ vehicles by 2025. It’s clear that more and more passenger and commercial vehicles will be electrified and, in time, fully electric. And responsibility is beginning to shift from drivers to vehicle automation systems – a transformation enabling entirely new form factors and vehicle shapes in passenger and cargo transport, many of which are being trialed around the world.

The role of logistics must evolve to enable tomorrow’s auto-mobility industry success. With the balance of power shifting, it will be essential for traditional and new players – including logistics companies – to collaborate in defining and powering the auto-mobility revolution!
Further Information
Technology and Autonomous Systems | As connected and autonomous features grow in popularity, the volume of high-tech parts in cars increases, representing a large share of the auto-mobility supply chain. Traditional suppliers and new high-tech players are investing in these products, leading to potential conflicts over capacity, delivery, and delays. | |
Vehicle Manufacturers and Integrators | Many new vehicle manufacturers lack expertise in efficient logistics and manufacturing, causing some to fail. In the low-margin vehicle industry, mastering logistics costs and efficiency is crucial for success. As all manufacturers electrify their ranges, logistics professionals must rethink supply chain design. | |
Systems and Data | As demand for autonomous and electric vehicles grows, auto-mobility companies must collaborate with telecom and energy sectors to develop the right commercial models. Logistics operations, already using AGVs and robots, can serve as testing grounds for connected vehicle development, benefiting from connectivity progress. | |
Fleet Management | In the near future, most vehicles will be owned by fleets, not individuals. This shift changes the focus from private owners to fleet managers, especially in aftersales. Maximizing vehicle uptime for ROI will increase demand for fast, effective aftersales logistics, potentially through local distribution centers. | |
Mobility Operators | Mobility operators and logistics providers will become key stakeholders in vehicle design and maintenance, potentially influencing OEMs. This may add complexity to manufacturing and aftermarket supply chains. Logistics must offer more flexibility and visibility to minimize the total cost of ownership for fleet assets. | |
Mobility Aggregators | Big companies face barriers like inertia and fear of new business models in a dynamic environment. These challenges can be addressed through innovation programs, such as incubators, start-up contests, or intrapreneurship. However, acquiring start-ups remains a powerful way to drive change and bring fresh perspectives. |
The New Value Chain in Auto-Mobility
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