Desde 1999, Renault y Nissan han desarrollado una alianza que ha creado un valor significativo para las dos compañías. Los logros incluyen plataformas y motores compartidos, cooperación respecto de tecnologías avanzadas, estandarización de métodos de fabricación, expansión de la gama de productos y la expansión de la notoriedad de cada marca. Las ventas conjuntas de vehículos han aumentado de 4,9 millones de unidades en 1999 a 6,9 millones en 2008 (entre lo que se incluye Avtovaz), lo que hace de la Alianza Renault-Nissan el tercer grupo automotriz del mundo.
En el contexto económico actual, la cooperación entre las dos compañías se acelerará. El objetivo establecido para 2009 es €1.500 millones en sinergias divididas equitativamente entre los dos miembros de la Alianza. Estas sinergias se organizan de la siguiente manera:
– Fabricación y logística se espera que representen €363 millones del total de las sinergias previstas. Los miembros de la Alianza continuarán compartiendo las instalaciones de fabricación para beneficiarse de las oportunidades industriales locales, de la fabricación en monedas locales y de la optimización de la capacidad existente en las fábricas. En 2009, por ejemplo, la planta de Renault en Brasil producirá dos vehículos adicionales de Nissan mientras que las fábricas de Nissan en Suráfrica fabricarán dos vehículos de Renault. Hacia el fin de 2009, habrá un total de 11 vehículos fabricados de manera cruzada. En cuanto a logística, se generarán ahorros tanto en la logística interna como externa al compartir centros CKD (piezas listas para el montaje) adicionales, componentes de vehículos y estandarizando flujos, en particular en Europa.
– Motores genera un total de €289 millones en sinergias. Los miembros de la Alianza promoverán la cooperación en el intercambio de motores a la copropiedad de la familia de motores, lo que generará ahorros en los costos de desarrollo, compras y fabricación. Un ejemplo es el desarrollo de nuevos motores pequeños, turboalimentados de combustible, tomando como base motores Nissan. Hasta ahora, alrededor del 50% de los componentes de motores son compartidos.
– Ingeniería de vehículos representa €279 millones del total de sinergias a través del uso de plataformas comunes y componentes intercambiables. Actualmente las plataformas comunes y compartidas representan el 70% del volumen de producción de la Alianza. Por ejemplo, Renault y Nissan planean utilizar una plataforma común para un proyecto de entrada de gama en India. El uso de componentes intercambiables sobre vehículos Renault y Nissan es una fuente creciente de ahorro. Por ejemplo, un solo componente central del sistema de aire acondicionado se utilizará en 24 variantes de carrocerías en las plataformas B y C.
– Las sinergias en Compras generarán ahorros de €157 millones. Desde abril de 2009, la Organización de Compras Renault-Nissan se ha ocupado del 100% de los requerimientos de compras de la Alianza. A la fecha, el foco se ha puesto sobre partes y materias primas, pero se está expandiendo el alcance a la compra de servicios. Los ejemplos de sinergias incluyen oportunidades en el aprovisionamiento de frenos y el aumento del sourcing de Nissan en Corea para impulsar la red de proveedores de Renault/Samsung. Se espera que se generen más ahorros dado que las dos compañías reducen la diversidad de las partes de su gama.
– Las sinergias de Ventas y Marketing representan €147 millones del total de sinergias. En la compra de medios, por ejemplo, hoy una sola compañía maneja tanto las cuentas de Renault como las de Nissan en Europa.
-Se espera que Investigación y tecnología avanzada genere ahorros por €115 millones, dado que las dos compañías coordinan esfuerzos para eliminar las superposiciones y mejorar la asignación de recursos. Por ejemplo, tanto los vehículos eléctricos de Renault como los de Nissan estarán equipados con baterías desarrolladas en conjunto. Las dos compañías también aunarán sus esfuerzos respecto de las tecnologías relacionadas con las emisiones de CO2, vida a bordo, seguridad y aerodinámica.
– Vehículos utilitarios livianos representa €102 millones de las sinergias identificadas. Por ejemplo, los dos miembros de la Alianza acordaron recientemente avanzar hacia una plataforma común en Europa para crear dos vehículos utilitarios livianos diferentes.
– Sistemas de información y funciones soporte suma €48 millones de las sinergias identificadas. En Europa, los dos miembros de la Alianza intensificarán el uso de recursos internos comunes disponibles en IS/IT. Ambos aliados consolidarán su infraestructura de red de información.
Hoy la Alianza le da a Renault y a Nissan una ventaja competitiva única en un sector golpeado por la crisis económica global. Para maximizar el know-how ganado luego de 10 años de gestión intercultural y de experiencias compartidas, la Alianza ha establecido un equipo especial de seis personas de Nissan y cinco de Renault. A partir del 1 de junio, aplicarán su conocimiento profundo de ambas compañías para fomentar las sinergias en todos los niveles e impulsar una mayor puesta en común y estandarización, no sólo en 2009, sino también para el futuro.
Este equipo especial de la Alianza se centrará en las siguientes áreas identificadas como prioridades: Compras, Sourcing Global, Plataformas y Partes Comunes, Motores, Funciones Soporte, Logística Global, IS/IT, Investigación y Tecnologías Avanzadas y Negocios Cero Emisiones.
La Alianza ha sido una herramienta para lograr un mejor comportamiento, en base a la confianza lograda tras 10 años de trabajo en conjunto. Acelerar las sinergias y apoyarlas con un equipo dedicado específicamente a ellas, ayudará a ambas compañías a pilotear la crisis actual y a salir de ella más fortalecidas y competitivas.
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A New Step Forward for the Alliance
“Over the last decade, we used the Alliance to develop win-win synergies between Renault and Nissan, and that approach worked well when both were profitable and growing,” says Carlos Ghosn, Chairman and CEO of the Renault-Nissan Alliance. “Today, we have to move faster. Seeking synergies is no longer optional, but mandatory. We have assigned a group of experts to focus on building greater synergies to get us through the crisis and position us competitively for the future.”
Since 1999, Renault and Nissan have achieved and developed an alliance that has created significant value for the two companies. The achievements include shared platforms and powertrains, cooperation on advanced technologies, standardization of manufacturing methods, the expansion of the product line-ups and the extension of the global footprint of each partner. Combined vehicle sales have increased from 4.9 million units in 1999 to 6.9 million in 2008 (including Avtovaz), making the Renault-Nissan Alliance the world’s third-largest automotive group.
In the current economic environment, cooperation between the two companies will accelerate. The target set for 2009 is €1.5 billion in synergies evenly divided between the two Alliance partners. These synergies can be analyzed as follows:
# Manufacturing and logistics are expected to account for €363 million of total synergies. The Alliance partners will continue to share manufacturing facilities to benefit from local industrial opportunities, manufacture in local currencies and optimize existing plant capacity. In 2009, for example, Renault’s plant in Brazil will produce two additional Nissan vehicles while Nissan’s plant in South Africa builds two additional Renault vehicles. By the end of 2009, a total of 11 vehicles will be cross-manufactured. In Logistics, further savings will be generated in both inbound and outbound logistics by sharing additional CKD centers, vehicle components and standardizing logistics flows, particularly in Europe.
# Powertrains will generate €289 million of total synergies. The Alliance partners will boost cooperation from the exchange of engines to the co-ownership of engine families, generating savings on development, purchasing and manufacturing costs. One example is the development by Renault of new small, turbo-charged gasoline engines from Nissan’s engine base. So far, some 50% of powertrain components are shared.
# Vehicle engineering represents €279 million of total synergies through the use of common platforms and interchangeable components. Common and shared platforms currently account for 70% of the Alliance’s production volume. For example, Renault and Nissan plan to use a common platform for an entry-level project in India. The use of interchangeable components on Renault and Nissan vehicles is a growing source of savings. For instance, a single core component in air conditioning systems will be used on 24 body variants on the B and C platforms.
# Purchasing synergies will generate savings of €157 million. Since April 2009, the Renault-Nissan Purchasing Organization has handled 100% of the Alliance’s purchasing requirements. To date, the focus has been on parts and raw materials, but the scope is being expanded to purchased services. Synergy examples include brake sourcing opportunities and increasing Nissan’s sourcing in Korea to leverage the Renault/Samsung supplier network. Further savings are expected as the two companies reduce the diversity of their parts range.
# Sales and marketing synergies represent €147 million of total synergies. In media buying, for example, a single company now handles both Renault’s and Nissan’s accounts in Europe.
# Research and advanced technology is expected to bring cost savings of €115 million, as the two companies coordinate efforts to avoid overlaps and improve resource allocation. For example, both Renault and Nissan’s electric vehicles will be equipped with jointly developed batteries. Renault’s fuel cell vehicle, presented last year, uses Nissan’s fuel cell technology. The two companies will also pool their efforts in technologies related to CO2 emissions, life on board, safety and dynamic performance.
# Light commercial vehicles account for €102 million of identified synergies. For example, the two partners recently agreed to move to one common platform in Europe to build two differentiated light commercial vehicles.
# Information systems and support functions account for €48 million of identified synergies. In Europe, the two partners will intensify the use of available common internal resources in IS/IT. The two partners will further consolidate their data network infrastructure.
Today, the Alliance gives Renault and Nissan a unique competitive advantage in a sector hit by the global economic crisis. To maximize the know-how gained from 10 years of cross-cultural management and shared experience, the Alliance has set up a small dedicated team of six persons from Nissan and five from Renault. Beginning June 1, they will apply their in-depth understanding of both companies to foster synergies at all levels and push for greater commonization and standardization, not just in 2009 but well into the future.
This dedicated Alliance team will focus on the following areas identified as priorities: Purchasing, Global Sourcing, Common Platforms and Parts, Powertrains, Support Functions, Global Logistics, IS/IT, Research and Advanced Technologies, and Zero Emission Business.
The Alliance has been a tool for better performance, based on the trust and confidence gained through 10 years of working together. Accelerating synergies and supporting them with a dedicated organization will help both companies weather the current crisis and emerge as stronger and more competitive global companies.
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THE ELECTRIC VEHICLE, A GLOBAL STRATEGY
Renault aims to become the first full-line manufacturer to market zero-emission vehicles accessible to the greatest number, by 2011. Electric vehicles emit no CO2 in use. The Renault-Nissan Alliance is developing a complete range of 100% electric powertrains with power ratings of between 50 kW (70 hp) and 100 kW (140 hp).
Renault to launch electric vehicle in 2011
Speaking at the 2008 Paris Motor Show, Carlos Ghosn said: “All the pieces of the puzzle are in place for making a mass-production vehicle in the near future: battery range, optimized energy consumption, and performance and driving pleasure”.
For Renault, the electric vehicle is the real long-term solution to today’s environmental and noise pollution issues. Technological innovations now make it possible to mass market an electric vehicle at reasonable cost. In addition, changes in vehicle use make electric cars ideal for the majority of trips, with 80% of Europeans currently driving less than 60 km a day.
Renault will bring its customers a complete range of electric vehicles by as early as 2011:
* an electric version of new Kangoo (light commercial vehicle) for professionals and fleets;
* an electric version of a family car, launched first in Israel and then in other countries;
* in 2012, a full-electric city car measuring less than four meters long and with five seats, ideal for commuting;
* also in 2012, a new type of urban vehicle;
* beyond 2012, Renault will continue to extend its electric vehicle range to cover all segments.
Renault will also bring customers access to innovative services making electric vehicle use easier and to advanced battery technology currently under development by the Renault-Nissan Alliance.
The new car for everyday use
* Electric vehicles will retail at the same price as equivalent diesel models (without the battery, which is rented);
* Running costs are roughly 20% lower than an equivalent combustion vehicle since electricity costs much less than petrol (around €1 per 100 km);
* Maintenance costs are half those of an equivalent combustion vehicle because electric motors require less servicing;
* Electric motors are the equal of gasoline and diesel cars in terms of performance. Regarding acceleration, for example, an electric motor delivers all of its power as soon as it pulls away;
* Electric vehicles are easily recharged at home, at special terminals in parking lot areas and at “quick drop” rapid exchange stations.
Electric vehicles are in phase with current public issues. They are silent and, because they emit no CO2, NOx or particulate matter, they also respect the environment.
Renault is currently working on a number of fronts in preparation for the launch of its range of zero-emission vehicles:
* In R&D, €200 million is invested every year on electric vehicles as part of the Renault-Nissan Alliance;
* Cooperation with governments on infrastructure development and purchase incentives;
* Partnerships are being formed with mobility operators worldwide.
In Israel – one of the first countries to sign a zero-emissions agreement with the Renault-Nissan Alliance – the government cut the purchase tax for new vehicles from 80% to 10% for all-electric vehicles. Working with Better Place, a California-based venture focusing on developing the infrastructure for EVs, the Israeli government will introduce a network of 500,000 battery charging stations throughout the country in 2011.
In Denmark, the registration tax for passenger cars varies between 105% and 180%, according to the vehicle’s price. EVs will be exempt from the tax when the Alliance begins to offer them in 2011.
In Japan, Kanagawa Prefecture announced an incentive scheme to include subsidies and tax exemptions to promote a full-scale EV project starting in 2010.
In Portugal, a direct EV partnership was started with the Alliance to begin mass-marketing electric vehicles to consumers in 2011.
In Tennessee (USA), headquarters for Nissan’s North American operations, the EV partnership will be supported by the Tennessee Valley Authority, the nation’s largest public power supplier.
In France, EDF will collaborate with the Alliance to create an electric mobility operator in charge of developing and running the battery charging network.
In Northern California (USA), the Alliance is working with the Sonoma County community of governments to develop solutions for zero-emissions mobility through the promotion of electric vehicles (EVs) and the development of an EV charging network.
In Oregon (USA), the Alliance is partnering with Portland General Electric to advance zero-emission mobility by promoting the development of an electric vehicle (EV) charging network.
In Switzerland, Ewz (the municipal electric utility for the city of Zurich) has signed a cooperation agreement with the Renault-Nissan Alliance to promote electric vehicles.
The Renault-Nissan Alliance announced that Nissan and San Diego Gas & Electric (SDG&E), the utility company operating in the San Diego region, are forming a partnership to advance zero-emission mobility by promoting the development of an electric vehicle (EV) charging network.
In Monaco, the Government of the Principality and the Renault-Nissan Alliance are working together to promote the use of electric vehicles.
In Ireland, Energy Minister Eamon Ryan announced a major move in the electrification Irish motoring. In a hugely significant and new collaboration between Government, between the semi-state electricity supplier ESB and between car manufacturers Renault-Nissan, these electric vehicles will be on Irish roads within 2 years.
In China, the government has launched a pilot program of new energy vehicles to be rolled out to the public transport sector in 13 cities The Renault-Nissan Alliance announced a partnership with the Ministry of Industry and Information Technology of China (MIIT) for Zero-Emission Mobility, a first step in bringing Zero Emission Vehicles (ZEVs) to China.
The Renault-Nissan Alliance announced that Nissan and Maricopa Association of Governments (MAG), which represents the Phoenix metropolitan region, are forming a partnership to advance zero-emission mobility by promoting the development of an electric vehicle (EV) charging network.
The Renault-Nissan Alliance has formed a partnership with the Energy Market Authority (EMA), the Land Transport Authority (LTA) and the Economic Development Board (EDB) of Singapore to explore the development of Zero Emission Vehicles Program.
www.renault.com/en/CAPECO2/vehicule-electrique/Pages/cooperations-et-partenariats.aspx
www.nissan-global.com/EN/index.html
