Competitiveness Of The U S Automobile Industry

Distributed to some depository libraries in microfiche.

Over the past 100 years the European Automotive Industry has been repeatedly challenged by best practice. First by the United States, through the development of ‘mass production’ pioneered by Henry Ford and more recently by ‘lean production techniques’ as practised by the leading Japanese producers, particularly Toyota. It has consistently risen to these challenges and has shown it can compete and even outperform its competitors with world-class products. However, the European - dustry is now faced with growing competition and growth from new emerging low-cost countries and needs to re-define its competitive advantage to remain at the forefront of the sector. Automotive growth is driven by two factors, new m- kets and new technologies. Global competition is increasing, with technology and product differentiation becoming the most important sales factors, but with c- tinued cost pressure. Within the market the winners will be more profitable and the losers will disappear. The Automotive Industry makes a significant contribution to the socio-economic fabric of the European Union. Manufacturing output represents €700 billion and research and development spending €24 billion. European automotive suppliers number 5000 member companies and represent 5 million employees and generate €500 billion in revenues. These are significant figures that generate wealth and high value employment within the EU. European firms must consistently improve their competitive position to ensure that the industry does not migrate to growing new markets.

This is a print on demand edition of a hard to find publication. An in-depth analysis of the 2009 crisis in the U.S. auto ind¿y. and its prospects for regaining domestic and global competitiveness. Analyzes bus. and policy issues arising from the restructurings within the industry. The year 2009 was marked by recession and a crisis in global credit markets; the bankruptcy of GM and Chrysler; the incorp. of successor co.; hundreds of parts supplier bankruptcies; plant closings and worker buyouts; the cash-for-clunkers program; and increasing production and sales at year¿s end. Also examines the successes of Ford and the increasing presence of foreign-owned OEM, foreign-owned parts mfrs., competition from imported vehicles, and a buildup of global over-capacity that threatens the recovery of U.S. domestic producers.