全球汽车价值链0.5级供应商（2024-2030）

软体定义车辆和解决方案的白牌标化将推动变革性成长，从而促进0.5级供应商的崛起。

汽车产业正经历一场重大变革：从传统车辆向软体定义车辆转型。随着车辆在电气化、自动驾驶技术和数位服务驱动下发展成为智慧互联平台，传统汽车製造商（OEM）在设计、整合和供应方面面临日益复杂的挑战，导致巨额财务支出。在此背景下，0.5级供应商（Tier 0.5 suppliers）正崛起为关键推动者，透过提供整合硬体、内建软体和基于驾驶行为的系统级智慧的综合汽车平臺，有效地弥合了1级供应商（Tier 1 suppliers）和OEM之间的差距。

与传统的Tier 1供应商不同，Tier 0.5供应商提供模组化车辆架构，能够加快产品上市速度，实现扩充性、个性化定制和持续升级，使其成为新时代电动和软体定义汽车开发的关键合作伙伴。这些平台通常包含线控系统、电池整合、集中式运算和连接等关键子系统，是实现进阶驾驶辅助系统 (ADAS) 和自动驾驶功能的基础。

随着汽车製造商转向基于生命週期的收入模式，并利用空中升级、按需功能服务和平台业务策略，0.5级供应商能够提供架构灵活性和快速上市能力，帮助汽车製造商在这个瞬息万变的市场中保持竞争力。透过管理整合车辆开发的复杂性，0.5级供应商使汽车製造商能够专注于品牌建立、使用者体验和数位生态系统，从而成为重塑未来出行方式日益重要的策略合作伙伴。

本报告审视了全球汽车产业，并深入分析了 0.5 级供应商在汽车价值链中不断变化的角色。

三大战略要务对汽车价值链中0.5级供应商的影响

创新经营模式

• 原因
  • 随着行业向 CASE 整合方向发展，仅依赖乘用车销售的传统经营模式正在过时。
  • OEM厂商将被迫考虑其他经营模式，以在生态系统内创造永续的收入。

竞争加剧

• 原因
  • 在不断变化的环境中，整车製造商 (OEM) 和一级供应商面临激烈的竞争。汽车产业的动态正在转变，整车製造商也要与那些在汽车生态系统中经验有限甚至毫无经验的科技公司竞争。
  • 一级供应商面临来自电子公司和寻求进入价值链的新兴企业的竞争。

产业融合

• 原因
  • 对于进军汽车产业的科技公司而言，产业合作至关重要。
  • 新参与企业正与成熟的汽车製造商和Start-Ups合作，以确保顺利过渡到汽车价值链。

目录

调查范围

• 分析范围
• 分割

战略要务

• 为什么经济成长变得越来越困难？
• The Strategic Imperative 8
• 三大战略要务对汽车价值链中0.5级供应商的影响

汽车价值链

• 原始设备製造商和供应商如何携手合作，重振产业
• 传统汽车价值链
• 从设计到交付：车辆生产流程及关键相关利益者的角色
• OEM厂商和一级供应商的责任
• 汽车OEM厂商和供应商的关键角色和职责
• 汽车生产中的障碍：OEM厂商和一级供应商在传统生产方式下面临的主要挑战
• 价值链的变化
• 汽车价值链的下一步
• 竞争环境
• 主要竞争对手

成长驱动因素与限制因素

• 成长驱动因素
• 成长抑制因素

汽车生态系的新参与企业

• 汽车生态系中新参与企业的涌现
• 0.5级供应商：系统整合与减轻OEM负担
• 影响价值链新参与企业的因素
• 0.5级供应商的崛起：重新定义汽车价值链
• 价值链新参与企业面临的挑战
• 迈向 0.5 级蓝图
• 加速创新：0.5级整合简化OEM生产

重塑汽车生态系统的趋势

• 应用案例：BMW与麦格纳斯太尔在汽车生产上的伙伴关係
• 麦格纳国际：基本客群
• 麦格纳国际：集团及专业部门
• 麦格纳国际：全球布局
• 麦格纳国际：公司正在开发各种技术的领域
• 重塑汽车价值链的趋势
• 电动车领域新参与企业的介绍
• 导致 SDV 的关键趋势
• 0.5级供应商的出现
• 一级供应商的作用
• SDV机会与新型价值链
• 契约製造
• 电动车价值链中契约製造概况

提高一级供应商的参与度

• 提高一级供应商的参与度
• 提高一级参与度的潜在途径
• 一级企业参与度提高：平台硬体
• 加强与一级供应商合作的潜力
• 前端模组
• 扩大一级贡献：ADAS 开发
• MobileEye 作为 ADAS 供应商

0.5级供应商

• 0.5级供应商：REE
• REE汽车：技术支柱
• REE Automotive：P7平台3-5级
• 0.5级供应商：富士康与裕隆的合资企业Foxtron
• Foxtron：科技支柱
• Foxtron：提供端到端的正向工程服务
• 富士康作为0.5级供应商：平台提供商
• Pixmoving：潜在的0.5级供应商
• OEM 和 Tier 0.5 供应商关係中的角色和职责
• OEM计划投资指南：成本概览范例
• 内部生产与外包给供应商
• 重要事项

自动驾驶领域的成长机会

• 成长机会一：长期伙伴关係
• 成长机会2：车辆定制
• 成长机会3：策略联盟

附录：后续步骤

Software-defined Vehicles and White-labelling of Solutions will Drive Transformational Growth by Enabling the Emergence of Tier 0.5 Suppliers

The automotive industry is experiencing a significant transformation, transitioning from conventional to software-defined vehicles. As vehicles develop into intelligent, connected platforms driven by electrification, autonomous driving technologies, and digital services, traditional original equipment manufacturers (OEMs) are confronted with increasing complexity in design, integration, and delivery, leading to substantial financial expenditures. In this scenario, Tier 0.5 suppliers are emerging as crucial enablers, effectively bridging the gap between Tier I component suppliers and OEMs by providing comprehensive and integrated vehicle platforms that combine hardware, embedded software, and system-level intelligence based on driving behavior.

Unlike traditional Tier I suppliers, Tier 0.5 suppliers deliver modular vehicle architectures that facilitate expedited time-to-market, scalability, personalized customization, and continuous upgradeability, thereby establishing themselves as essential partners for the development of electric vehicles and software-defined vehicles in this new era of mobility. These platforms frequently encompass vital subsystems such as by-wire systems, battery integration, centralized computing, and connectivity, rendering them foundational for the implementation of advanced driver assistance systems and autonomous driving capabilities.

As OEMs transition to lifecycle-based revenue models that capitalize on over-the-air updates, feature-on-demand services, and platform business strategies, Tier 0.5 suppliers provide the architectural flexibility and rapid time-to-market needed to stay competitive in this changing space. By enabling OEMs to concentrate on brand development, user experience, and digital ecosystems while managing the intricacies of integrated vehicle development, Tier 0.5 suppliers are becoming increasingly vital strategic partners in redefining the future of mobility.

This report offers insights into the changing role of Tier 0.5 suppliers in the automotive value chain. The base year is 2024, and the study period is from 2024 to 2030.

The Impact of the Top 3 Strategic Imperatives on Tier 0.5 Suppliers in the Automotive Value Chain

Innovative Business Models

• Why:
  • As the industry moves towards CASE convergence, traditional business models that rely on revenues based purely on the sales of passenger vehicles are getting outdated.
  • OEMs are compelled to look at other business models to generate revenue to sustain themselves in the ecosystem.
• Frost Perspective:
  • OEMs are looking at multiple business models, such as feature-on-demand and pay-as-you-use services based on subscription models.
  • This is giving consumers the ability to use features that would have been unavailable traditionally, and OEMs are looking to capitalize on this trend.

Competitive Intensity

• Why:
  • OEMs and tier suppliers are facing stiff competition in the changing landscape. The dynamics of the automotive industry have changed, where OEMs are competing against technology players with limited or no experience in the automotive ecosystem.
  • Tier suppliers are competing with electronics and new-age companies that are vying for an entry into the value chain.
• Frost Perspective:
  • OEMs need to transform themselves and their ecosystem to stay competitive amongst their existing peers and new-age start-ups, which are blurring the boundaries between traditional automotive products and consumer electronics.
  • Tier suppliers should look to evolve and provide more value for the OEMs to stay competitive rather than relying on traditional technology.

Industry Convergence

• Why:
  • Collaboration within the industry has become crucial for technology companies venturing into the automotive sector.
  • New entrants are partnering with both established automotive firms and start-ups to facilitate a seamless transition into the automotive value chain.
• Frost Perspective:
  • Tier 0.5 suppliers, particularly technology players, are looking to capitalize on the gap by offering advanced software, electronics, and integration services in the automotive ecosystem.
  • OEMs are expected to leverage the capabilities and bring the Tier 0.5 suppliers (technology players) into the fold to accelerate innovation and bridge the transition towards EVs and SDVs.

Scope of Analysis

• Tier 0.5 suppliers fall between Tier I suppliers and original equipment manufacturers (OEMs), often co-developing integrated systems (Hardware + Software) with greater contribution to vehicle architecture, specifically for next-gen vehicles like electric vehicles (EVs), SDVs, and ADAS/AD platforms.
• As OEMs are focusing on a shift from Hardware to Software and integration, Tier 0.5 suppliers are becoming the critical enablers by offering full-stack solutions, controllers, and platforms. OEMs partnering with a supplier will reduce their investment and development cycle and increase time to market for new product development.
• It is expected that Tier 0.5 suppliers may support and manage the SW and system integration workloads through signing strategic partnerships with OEMs in the future, and their role will evolve from product delivery to platform orchestration, driving industry standards.

Questions This Study Will Answer

• Who is a Tier 0.5 supplier? What is the distribution channel structure of Tier 0.5 suppliers?
• What are the primary drivers and restraints for this market?
• How will this market grow? What is the adoption trend among regions? Who are the Tier 0.5 suppliers in the value chain?
• What are the current challenges and motivational factors that Tier 0.5 suppliers are facing?
• What are the growth avenues for the Tier 0.5 supplier globally until 2030? How will they help important stakeholders in the automotive industry?

Key Competitors

• Bosch
• Aptiv
• Magna International
• Continental
• REE Automotive
• ZF Friedrichshafen
• Foxtron
• Foxconn
• NVIDIA
• Marelli
• Mobis
• NINGBO TUOPU GROUP
• Huawei
• Harman

Table of Contents

Research Scope

• Scope of Analysis
• Segmentation

Strategic Imperatives

• Why Is It Increasingly Difficult to Grow?
• The Strategic Imperative 8
• The Impact of the Top 3 Strategic Imperatives on Tier 0.5 Suppliers in the Automotive Value Chain

Automotive Value Chain

• How OEMs and Suppliers Power the Industry Together
• Traditional Automotive Value Chain
• Design to Delivery: Vehicle Production Process and Role of Key Stakeholders
• Responsibilities of OEMs and Tier Suppliers
• Key Roles and Responsibilities of Automotive OEMs and Suppliers
• Roadblocks in Auto Production: Key Challenges that OEMs and Tier Suppliers Face with Traditional Manufacturing Methods
• Changes in Value Chain
• The Next Phase of the Automotive Value Chain
• Competitive Environment
• Key Competitors

Growth Drivers and Restraints

• Growth Drivers
• Growth Restraints

New Players in the Automotive Ecosystem

• Emergence of New Players in the Automotive Ecosystem
• Tier 0.5 Suppliers: Integrating Systems and Reducing OEM Load
• Motivating Factors for New Entrants in the Value Chain
• Rise of Tier 0.5 Suppliers: Redefining the Automotive Value Chain
• Challenges for New Entrants in the Value Chain
• Roadmap to Tier 0.5
• Accelerating Innovation: Tier 0.5 Integration Simplifies OEM Production

Trends Redefining the Automotive Ecosystem

• Use Case: BMW & Magna Steyr Partnership for Vehicle Production
• Magna International: Customer Base
• Magna International: Groups & Areas of Expertise
• Magna International: Global Footprint
• Magna International: Areas in Which it is Developing Various Technologies
• Trends Redefining the Automotive Value Chain
• Introduction of New Players in the EV Space
• Major Trends Leading to SDVs
• Emergence of Tier 0.5 Suppliers
• Role of Tier I Suppliers
• Opportunities and New Value Chain in SDV
• Contract Manufacturing
• Snapshot of Contract Manufacturers in the EV Value Chain

Increasing Involvement of Tier Suppliers

• Increasing Involvement of Tier Suppliers
• Potential Avenues for Increased Tier I Participation
• Increased Participation from Tier Is: Platform Hardware
• Potential for Increased Collaboration from Tier Suppliers
• Front-End Modules
• Increased Tier I Contribution: ADAS Development
• MobilEye as ADAS Supplier

Tier 0.5 Suppliers

• Companies as Tier 0.5 Suppliers: REE
• REE Automotive: Technology Pillar
• REE Automotive: P7 Platform Classes 3 to 5
• Companies as Tier 0.5 Suppliers: Foxtron JV of Foxconn & Yulon
• Foxtron: Technology Pillar
• Foxtron: Offers End-to-End Forward Engineering
• Foxconn as Tier 0.5 Supplier: Platform Provider
• Pixmoving: Potential Tier 0.5 Supplier
• Roles & Responsibilities in the OEM and Tier 0.5 Relationship
• Navigating OEM Project Investments: Sample Cost Overview
• In-House Manufacturing vs Outsourcing to Suppliers
• Key Takeaways

Growth Opportunity Universe in Autonomous Driving Sector

• Growth Opportunity 1: Long-Term Partnerships
• Growth Opportunity 2: Vehicle Customization
• Growth Opportunity 3: Strategic Collaborations

Appendix & Next Steps

• Benefits and Impacts of Growth Opportunities
• Next Steps
• List of Exhibits
• Legal Disclaimer