An Evaluation of the Market, Shift in Economic Landscape, Disruptive Technologies & Sector Risks

1. Global Automotive
Industry Revolution
An Evaluation of the Market, Shift in
Economic Landscape, Disruptive
Technologies & Sector Risks
1
Eugene Nizeyimana
Director for Engineering and Management Consulting
Automotive and Industrial Manufacturing Sector

2. Outline
1. SSCG at a Glance
2. Economic Analysis of the Global Automotive Industry Growth
• Global Automotive OEM Landscape
• Economic Outlook: Market and Industry Growth Trends
• Global Market Share & Sales Forecast
• Key Forces and Drivers Transforming the Future of Revenues and Market Shares
• Rising Sales of Connected Cars and Future Projection
3. Emerging Opportunities, Value Propositions and Disruptive Technologies
• Opportunities in Unmet Segments and Markets
• Adaptive and Connected Factories
• Benefits of Adaptive and Smart Manufacturing
• Transforming Manufacturing and Supply Chain Tech Capabilities
• Autonomous Driving and Vehicle Technologies
• Vehicles Connectivity and Safety Technologies
• Vehicle Powertrain Electrification and Hybridisation
• Disruptive Premium Luxury Electric Vehicle (PLEV) & Electric Utility vehicles (EUVs)
• The Future of EV & FCEs
• Energy Efficient and Sustainable Manufacturing
4. Key Sector Risks & Challenges
1. Market
2. Manufacturing Operation
3. Emissions & Environment
4. Electrification, Safety and Connectivity Cyber Security
5. Key Takeaways
6. How we can help your business optimise processes, capabilities and reduce risks

3. SSCG at a Glance
SSCG is global management consulting and professional firm. We
provide engineering and management advisory across business
services, automotive, industrial manufacturing and emerging markets
sectors.
We provide informed perspective on the issues faced by our clients. The
insights and quality solutions delivered to support our clients to build
trust and confidence in the markets and in economies.
We combines our multi-disciplinary approach with deep, practical
industry knowledge to support our clients meet market dynamic
challenges and respond to opportunities.
In response to market shift and new challenges faced by our clients .
We do not just to react , but also aspire and strive to develop innovative
approaches and transformative solutions on our promises to help them
outperform in their territories.
We have developed a new value proposition for our clients and provides
a range of solutions that can be integrated across businesses and/or to
specific sector domains. In so doing, we are playing a critical role in
building stronger and competitive enterprises, for our clients, in the
economies and consulting space.
3
Our values define who we are, what we do, stand for and help create a sense of shared identity. They are our fundamental core beliefs
that drive our behaviour and operations:
• Profit: Maximise return for clients and shareholders, while being mindful of our overall responsibilities.
• People: Create an exciting workplace, where people are inspired to be the best they can be and become solutions innovators
• Partners: Nurturing a winning network of partners and building mutual loyalty
• Social: Become a responsible global citizen that makes a difference in the community, for businesses and entrepreneurs
• Productivity: Be a highly effective, lean, innovative and fast-moving organisation
Our Core Values

4. Management
Economics
Contract
Management
C-Suite
Strategic
Modelling and
Re-alignment
Market
Analysis and
Forecasting
Process
Transformation
And
Optimization
Supply Chains
Optimization
Project
Life cycle
Management
Lean
Manufacturing
Engineering
Quality
Improvement
Product
Lifecycle
Management
Six Sigma
Problem
Solving
Our 360º Management Solutions to address
our clients’ strategic and operational
complexities

5. Engineering
Quality
Operation
Projects
• Continuous Improvement
• Efficiency and effectiveness
• Business Process Optimization
(BPO) and transformation
• Process adaptation
• Industry 4.0 and robotics
• Supply chain optimisation
• Lean operation and Re engineering
• Determine sourcing mix: in-house,
outsource, offshore, shared service
• Implement succession planning
• New Product Introduction (NPI)
• Change management
• Quality systems management, standardisation and certification
• ISO/TS16949 & ISO9001
• Quality and Six Sigma problem Solving
• Warranty cost and failure reduction
• Manufacturing waste reduction
• Increasing production output FTT
• Deliver high quality vs low cost in mature areas
• Defining project management
strategies and business case
• Managing all facets of the
project and lifecycle (PLM)
• Deployment of Project
Management Office (PMO)
• Project and Portfolio
Management (PPM)
• Application of leading
practices - (PMI, PRINCE2)
and the adaptive (AGILE).
• Responding to project
uncertainty and risks
• Adopting PM methodologies
from different industries
• Process based management
- OPM3 and CMMI.
• Applying lean PM principles
• Investment, value and cost–
benefits appraisal.
Engineering Services
Automotive & Industrial Solutions

6. Management
Strategic
Growth
Projects
• Redefining and reigniting growth
• Achieving sustained and profitable
growth
• Establishing new opportunities
and revenue channels
• Defining go to market propositions
• Industry/sector competitiveness
• Financing growth
• Customer insights and capabilities
• New markets and client segments
• Profiling and capturing emerging
markets insights and intelligence
• Growth through M&A
• Innovating and modelling new game changing propositions
• Aligning, reshaping & transforming business directions and ambitions
• Robust strategy implementation
• Responding and meeting heightened business expectations and
challenges
• Defining alternative and fresh growth opportunities
• Driving value and social investment
• Defining project management
strategies and business case
• Managing all facets of the
projects and lifecycles
• Deploying Project
Management Office (PMO)
• Project and Portfolio
Management (PPM)
• Application of leading
practices - (PMI, PRINCE2)
and the adaptive (AGILE).
• Responding to project
uncertainty and risks
• Adopting diverse industries
PM methodologies
• Process based management
- OPM3 and CMMI.
• Investment, value and cost–
benefits appraisal.
Management Services
Business & Emerging Market Solutions

7. 7
Economic Analysis of the Global
Automotive Industry Growth
https://www.mercedes-benz.com/wp-content/uploads/sites/3/2016/03/classic_historie_e-klasse_06_739x412.jpg

8. Global Automotive OEM Landscape
8
http://www.mckinsey.com/business-functions/operations/our-insights/the-future-of-manufacturing
http://uk.businessinsider.com/car-companies-of-the-world-2015-2?r=US&IR=T

9. Economic Outlook
Market and Industry Growth Trends
9
China: +15% (24 million units) sales growth, expected +5% slowdown 2017. 20% aftersales market growth per year.
US: +0.2% (17.9 million units) sales growth. Contraction of -1% in 2017.
Europe: +7% (15 million units) sales expansion. 0% growth forecast in 2017 due to BREXIT and end of Spain’s incentive
regime.
Japan: Increase in exports, production and domestic sales. -1.5% decrease caused by continuously adverse effects of the
VAT increase from April 2014.
UK: Strong growth, production forecasted to rise to 2.0 million vehicles in 2018. Fast industry innovating .Leading centre of
automotive R&D. Could become Europe’s second largest automotive manufacturer, surpassing Spain and France.
Brazil and Russia: Continued economic crisis.. -21% and -11% respective markets contraction.
Emerging markets: Rise in global sales share from 50 to 60% by 2020. 10%Profits share rise. Strong growth of smaller
vehicle classes.
Continued global market growth despite challenges. Investment in emissions reduction technology and autonomous vehicle
R&D crucial. Need for geographical diversification puts turnovers . Development of premium brands key to a rise in profits.
High volatility in emerging countries in Russia and Brazil. Connected and intelligent cars just beginning to make inroads.
Fleet Telematics value on rise.
https://www.smmt.co.uk/wp-content/uploads/sites/2/CRT036586F-Connected-and-Autonomous-Vehicles-%E2%80%93-The-UK-Economic-Opportu...1.pdf
Automotive news - http://www.autonews.com/article/20161012/COPY01/310139999/ontario-ready-to-aid-gm-fca-with-plant-spending
http://www.eulerhermes.com/economic-research/sector-risks/Global-Automotive-Report/Pages/default.aspx
http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/Automotive%20and%20Assembly/PDFs/McK_The_road_to_2020_and_beyond.ashx.
http://www.strategyand.pwc.com/trends/2016-auto-industry-trends
https://dupress.deloitte.com/dup-us-en/focus/future-of-mobility/transportation-technology.html

10. Global Market Share & Sales Forecast
Current State and Projected Growth
10
https://about.bnef.com/blog/electric-vehicles-to-be-35-of-global-new-car-sales-by-2040/
http://www.strategyand.pwc.com/media/image/Exhibit01B-2016-Auto-Industry-Trends.png
http://www.cnbc.com/2017/01/02/hyundai-kia-global-vehicle-sales-fall-2-in-2016-missing-targets.html
http://uk.businessinsider.com/2016-was-a-record-breaking-year-for-global-car-sales-and-it-was-almost-entirely-driven-by-china-2017-1?r=US&IR=T

11. Key Forces and Drivers Transforming the
Future of Revenues and Market Shares
11
https://www.smmt.co.uk/wp-content/uploads/sites/2/CRT036586F-Connected-and-Autonomous-Vehicles-%E2%80%93-The-UK-Economic-Opportu...1.pdf
Automotive news - http://www.autonews.com/article/20161012/COPY01/310139999/ontario-ready-to-aid-gm-fca-with-plant-spending
http://www.eulerhermes.com/economic-research/sector-risks/Global-Automotive-Report/Pages/default.aspx
http://www.mckinsey.com/~/media/mckinsey/dotcom/client_service/Automotive%20and%20Assembly/PDFs/McK_The_road_to_2020_and_beyond.ashx
http://www.strategyand.pwc.com/trends/2016-auto-industry-trendsl

12. Rising Sales of Connected Cars and Future
Projection
12
http://www.strategyand.pwc.com/reports/mergers-acquisitions-auto-industry
http://www.consultancy.uk/news/1763/kpmg-connected-cars-to-deliver-huge-uk-jobs-boost

13. 13
Emerging Opportunities,
Value Propositions and
Disruptive Technologies
http://sustainabilityreport2014.volkswagenag.com/environment/production

14. Opportunities in Unmet Segments and Markets
14
By 2020, global profits for automotive OEMs are expected to rise
by almost 50%. Majority will come mainly from growth in
emerging markets and to a lesser extent, the US. Europe, Japan,
and South Korea will be stagnant in terms of profit growth.
The era of connected car has already arrived. Fuelled by
demands from an always-connected mobile society, millions of
cars equipped with built-in connectivity.
The autonomous car market will hit $42 billion by 2025 in the US
only, consumer sentiment for partially autonomous and fully
autonomous vehicles in the US is at 55% and 44% respectively.
Investment in driverless vehicles and technology spectrum are
also on increase globally from multiple players. Hybrid cars are
becoming very popular in the UK, and manufacturers are
investing ever more money into the technology. Nearly every car
maker either has a hybrid in their range.
Automotive suppliers are under pressure to transform processes
and adopt new technologies to meet OEMs demand, optimise
supply chains for efficient and speed delivery. Due to increase in
demand, several opportunities remain unfilled, In some cases,
OEMs are seeking new suppliers outside the traditional model.
http://www.mckinsey.com/business-functions/sustainability-and-resource-productivity/our-insights/an-integrated-perspective-on-the-future-of-mobility
Consultancy UK http://www.consultancy.uk/news/2065/bcg-autonomous-car-market-to-hit-42-billion-by-2025
https://www.bcgperspectives.com/content/articles/automotive-consumer-insight-revolution-drivers-seat-road-autonomous-vehicles/
https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420

15. Adaptive and Connected Factories
Industries 4.0, Robotics and Smart Manufacturing
15
• Smart customisation
• Distributed manufacturing
• Connected and reconfigured supply
chain (Agile and demand driven)
• Energy efficient and sustainable
production
• Retooled production, optimised
processes and systems
• Connected data centres
• Safe production
http://www.industry.siemens.com/verticals/global/en/automotive-manufacturing/pages/automotive-manufacturing.aspx
https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420
http://www.csc.com/auto/insights/99933-the_future_of_the_automobile_industry
http://www.mckinsey.com/industries/high-tech/our-insights/disruptive-trends-that-will-transform-the-auto-industry

16. Benefits of Adaptive and Smart Manufacturing
16
• Productivity increase
• Reduction in machine downtime
• Increase in productivity of technical
disciplines
• Inventory reduction
• Cost of poor quality reduction
• Forecasting accuracy improvement
• Reduction in time to market
• Reduction in plant maintenance
costs
• Cumulative economic benefits
• Production data capturing efficiency
https://www.slideshare.net/mongodb/mongodb-iot-city-tour-london-39520024

17. Transforming Manufacturing and Supply Chain
Tech Capabilities
17
https://www.forbes.com/sites/louiscolumbus/2015/04/20/10-ways-mobility-is-revolutionizing-manufacturing/#7fd764d04315
http://www.mitsubishielectric.com/fa/products/cnt/plcnet/pmerit/cclink_ie/case/case02.html
Technologies are driving a revolution in Auto manufacturing today.
Integrating technologies into new production strategies, processes
and procedures is bringing improved efficiency, greater accuracy and
speed to production and deliver solid efficiency gains.
• Integrating mobile CRM systems with distributed order
management, pricing and fulfilment to improve customer
responsiveness.
• Making distributed order management more transparent to sales
and accuracy.
• Improving supplier traceability and quality using real-time
analysis and reporting.
• Deploying enterprise-wide mobile inventory tracking, traceability
and reporting systems.
• Monitoring production workflow performance using dashboards
accessible from mobile devices.
• Tracking machine-level compliance and providing alerts to
production engineering when maintenance is required.
• Reducing Field Service call cancellations and delays by
accurately communicating parts and staffing requirements.
• Improving logistics and supply chain coordination with suppliers
using mobile technologies. rapid inventory turns, tight production
schedules and thin margins.
• Application of Manufacturing Intelligence in production
operations to facilitate access to shop floor data and
interpolation to financial results faster.

18. Autonomous Driving and Vehicle Technologies
18
Customer preferences are moving away from its traditional
to smart motoring. These have attracted new players in the
industry and the disruptive trends they bring such as
electrification, autonomous driving, diverse mobility, and
connectivity. These technologies are transforming the
industry from a vertically integrated automotive value chains
into a complex, horizontally structured ecosystem.
Motoring is moving from advanced driver-assistance
systems to fully autonomous driving operating system
capability as the technology matures offering different
propositions to drivers of full end to end journey driving.
http://www.businessinsider.com/morgan-stanley-autonomous-cars-trillion-dollars-2014-9?IR=T
http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem

19. Vehicles Connectivity and Safety Technologies
19
Vehicle connectivity and safety innovations are advancing rapidly
boosting infotainment and novel traffic services capabilities and
possibilities of car to car connection, to the wider infrastructure,
and to people.
Connected vehicle technologies:
• Vehicle to vehicle
• Vehicle to device
• Vehicle to infrastructure
• Traffic Jam Assist
• Highway Autopilot
• Full end to end journey
• Advanced infotainment platform features
• Fully connected cloud processing and data feeds for
manufacturers
Safety communication management and
control:
• Blind spot monitoring
• Lane departure warning
• Intelligent speed adaptation
• Lane keep assist
• Autonomous emergency braking
• Intersection pilot
http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem

20. Vehicle Powertrain Electrification and
Hybridisation
20
Drivetrains has shifted toward hybrid-electric, electric, and
fuel-cell technologies as they mature and become cheaper.
Customers’ perceptions of value has also shifted as
government impose tight emission regulations on high
polluting vehicles.
Innovative powertrain control
technologies:
• Adaptive Cruise Control,
• Remove parking
• Urban Automated driving
Vehicle powertrain electrification and
hybridisation:
• Battery Electrical Vehicle (BEV)
• Plug In Electric Vehicle (PEV)
• Mild Hybrid Electric Vehicle ( MHPEV)
• Hybrid Electric Vehicle (HEV)
• Fuel Cell Vehicle (FCV)
http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem

21. Disruptive Premium Luxury Electric Vehicle
(PLEV) & Electric Utility vehicles (EUVs)
21
https://www.forbes.com/sites/brookecrothers/2015/06/07/low-cost-electric-cars-are-disruptive-not-tesla-interview-with-harvards-thomas-bartman/#505dbaf31771
http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem
Electric drive has numerous advantages over the internal combustion
(IC) engines vehicle and cars will be cheaper to own in 2021
• High efficiency over a wide range of power output, regenerative
breaking and low emissions.
• Plummeting cost of batteries is key in leading to the tipping point
and great optimism about the future of BEVs, which has kick
started a mass market for EV.
• Regulation to cut carbon emissions that drive climate change and
reduce urban air pollution, which leads to many premature deaths
every year.
• EUVs are making market inroads in cities, are small, which makes
navigation and parking easier, have improved their performance in
constant stop/start environments, and they are exempted from
congestion taxes.
• Arrival of PLEV with distinctive offerings: Tesla, Lucid, Fisker
• EV are about 2.5x more efficient than an ICE vehicles.

22. The Future of EV & FCEs
22
https://www.ft.com/content/aac33744-13be-11e3-b0b4-00144feabdc0
http://www.toyota-global.com/sustainability/environment/challenge2050/6challenges/
http://www.mckinsey.com/industries/automotive-and-assembly/our-insights/how-the-convergence-of-automotive-and-tech-will-create-a-new-ecosystem

23. 23

24. Energy Efficient and Sustainable Manufacturing
24
Energy-efficient vehicles and sustainable manufacturing are key to a
sustained competitiveness in Auto industry operations and for
compliance with legal requirements. Achieving the right balance of
business performance, environmental care and social responsibility.
• Pollution reduction
• Use of renewable energy
• Developing vehicles that offer best possible fuel economy and
reduced emission
• Using sustainable production methods, including lightweight
materials, expanding the use remanufactured parts and better
integrated supply chains,
• Manufacturing: Reduction in specific energy and water
consumption, CO2 emissions, solvent emissions (VOC) and
volume of waste per vehicle manufactured
• Energy efficient and eco friendly production and logistics
processes.
• Green production
• Green IT: Reducing the electricity consumption of IT components
• Waste output and disposal
• Green logistics
• Biodiversity: Conservation of biological diversity
• Sustainable production through intelligent energy data
management.
https://energy.gov/eere/amo/energy-analysis-sector
https://www.smmt.co.uk/industry-topics/sustainability/
http://sustainabilityreport2014.volkswagenag.com/environment/production

25. 25http://www.globalcastingmagazine.com/index.php/2013/10/17/opening-of-the-production-site-tiexi/
Key Sector Risks & Challenges

26. Auto Sector Risks & Complexities
Market
26
http://www.eisenmann.us.com/products-and-services/automotive-systems-and-aerospace/paint-shops/booth-and-separation-systems
http://www.autoexpress.co.uk/car-news/87772/chinese-copycat-cars
http://www.bbc.co.uk/news/business-38880019
https://www.moodys.com/research/Moodys-Global-automotive-manufacturing-industry-outlook-revised-to-negative-as--PR_356124
• Global political instability and uncertainty – US & BREXIT.
• Emerging Chinese players and aftersales opportunities.
• Shifting industry landscape - Vehicle electrification and hybridization.
• Suppliers’ footprints increase in emerging markets.
• High investments in new technology, clean energy, and autonomous vehicles.
• Diesel scandals resulting in decline in sales.
• Flexibility and individualized vehicles.
• Complexity and cost pressure for OEM companies.
• Vehicle recalls and warranty cost.
• Distribution in market share and decline in financial performance for traditional
OEMs

27. Auto Sector Risks & Complexities
Manufacturing Operation
27
http://www.eisenmann.us.com/products-and-services/automotive-systems-and-aerospace/paint-shops/booth-and-separation-systems
http://www.autoexpress.co.uk/car-news/87772/chinese-copycat-cars
http://www.bbc.co.uk/news/business-38880019
https://www.moodys.com/research/Moodys-Global-automotive-manufacturing-industry-outlook-revised-to-negative-as--PR_356124
Automotive sector is experiencing dynamic changes and have major
consequences on how the industry and ecosystem is monitored:
• Intense regulatory scrutiny around emission defeat devices and technologies
• The race for connected and autonomous vehicles .
• Go to production and market delivery time
• Shifting industry landscape - Vehicle electrification and hybridization.
• IP/Design/Patent global regulation and management – Rise of copycat cars.
• Connected cars and factories – Digitalization security due to vulnerability of
production plants to cyberattacks
• Factory automation and robotics creating unemployment
• Use of lightweight carbon materials in large-series production remain a
challenge.
• High investments in new technology, clean energy, and autonomous vehicles.
Lags behind.
• Demand for flexible and individualized vehicles.
• Demand for quality process and vehicle (TS16946 2016 Version and ISO
25252): Increase in quality expectations, vehicle recalls and warranty costs.
• Demand for energy efficiency manufacturing and production.
• Increasing technological disruption, in combination with greater regulatory
scrutiny, is driving the creation of new business models and new competitive
forces that are impacting the supply chain.

28. Auto Sector Risks & Complexities
Emissions & Environment
28
http://energypost.eu/can-battery-electrics-disrupt-internal-combustion-engine-part-1
http://www.mitsubishielectric.com/fa/products/cnt/plcnet/pmerit/cclink_ie/case/case02.html
• Stringent environmental and emission regulations such as
EU6 Emission Regulations and Targets, pollution taxes and
environmental laws with significant impacts on risks and
compliance processes across the automotive supply chain.
A holistic approach for the entire value chain design and
management is needed.
• With regulations on fuel economy and CO2 emissions
tightening, motoring is becoming more and more expensive
for drivers of conventionally powered petrol and diesel cars

29. Auto Sector Risks & Complexities
Electrification, Safety and Connectivity Cyber Security
29http://energypost.eu/can-battery-electrics-disrupt-internal-combustion-engine-part-1/
https://www.wsj.com/articles/japanese-robot-maker-fanuc-reveals-some-of-its-secrets-1427384420
• BEVs will have to achieve a range exceeding 200 miles as standard before broad
consumer acceptance can be achieved.
• BEVs with the large battery pack needed for broad consumer acceptance will remain
more expensive than internal combustion engine (ICE) cars even under optimistic
assumptions of future technological developments
• Inadequate parking spots and charging infrastructure. A high EV future will also
feature a large number of additional chargers to further reduce range anxiety and
enable longer travels.
• Limiting factors of a EV (range and need for a place to charge) mean that they aren't
appropriate for some people's lifestyles and markets with inadequate electricity
infrastructure.
• Connected factories and Car exposure to Cyber Security: Safety communication,
data management and control between different processes.
• Connected cars are vulnerable to high failure of in car electronic devices, cyber
attacks due to various in car and control features.
ISO 25252: Standards, Govt. Regulations and Safety requirements
• New active safety assessments
• Endorsement of safety features: Insurance and leasing companies
• Safety Innovations:
• Electric car energy conservation
• Passive safety - Traditional
• Active safety – Domain of high end luxury vehicles though expected to
trickled down to mainstream cars: Forward Collision Warning (FCW),
Adaptive Cruise Control, 360 degree panoramic imaging sys. And Automatic
emergency braking.

30. Key Takeaways
30
By 2020, global profits for OEMs are expected to rise by almost 50%. Majority will come mainly from growth in emerging
markets and to a lesser extent, the US. Europe, Japan, and South Korea will be stagnant in terms of profit growth.
The sector is experiencing dynamic changes. Intense regulatory scrutiny around recalls and quality process are having
major consequences on how the sector is monitored, as well as significant impacts on risks and compliance processes
across the supply chain. Supply chain under pressure and opportunities for new entrance to fill the gaps remains.
OEMs are reconfiguring supply chains, increasing reliance on technology, suppliers and retooling production systems to
industry 4.0 to be more lean, flexible, and meet smart customization requirements.
Drivetrains has shifted toward hybrid-electric, electric, and fuel-cell technologies as they mature and become cheaper.
The era of connected car has already arrived. Fuelled by demands from a connected mobile society, millions of cars
equipped with built-in connectivity are being sold.
Autonomous vehicles of several kinds are well on their way onto our roads, with R&D resources being poured into the
technology spectrum from multiple. The technology is expected to release fully autonomous cars by 2018, that are able to
navigate themselves in most contexts, as well as partially autonomous cars that are able to take a variety of functions over
from human controllers.
Energy-efficient vehicles and sustainable manufacturing are key to a sustained competitiveness in Auto operations and for
compliance with legal requirements.
Connected and autonomous vehicles will facilitate safe and efficient movement of people and goods using information from
on-board sensors and systems to understand their global position and local environment.
Increased connectivity will allow vehicles to communicate with their surrounding environment and provides valuable data
about road, traffic and weather conditions.

31. 31
Delivering integrated support &
Transformative Solutions

32. How we can help your business optimise
processes, capabilities and reduce risks
32
• 1. Define – Work with you to understand strategic
and operation issues you are experiencing, scope,
requirements and expectations. Complete organisation
environment and process analysis to understand
current business context.
• 2. Solutions Architecture - Work with
you to device transformation solutions, improvements
or to identify growth opportunities. Consult with you
throughout to ensure our solutions address your needs.
Device deployment framework and timeframe to suit
your needs, budget and delivery time.
• 3. Deploy and transform - Work with you
to deploy solutions or change effectively and efficiently.
• 4. Continuous Improvement -
Performance assessment of impact and realignment
where necessary. Support you to device continuous
improvement actions.
• 5. Monitoring and Control – Work with
you to prepare handover and transfer ownership.
Develop risk management plan.
Process Map
Transform
Processes , deploy
Solutions or
initiatives
Define
Problem, Strategic goals
or business needs
Measure
Impact and
benefits
To help our clients optimise and transform their business models and process, SSCG has developed a comprehensive 5 steps
framework to assist automotive sector clients identify, transform and optimise business functions, quality and mitigate risk
exposure.

33. Eugene Nizeyimana
Director for Engineering and Management Consulting, Automotive and Industrial Manufacturing Sector
Where my work has taken me
Education
Career
Expertise
• Capital Projects and Portfolio Lifecycle Management (PLM)
• Lean Manufacturing and Business Process Optimisation (BPO)
• Organisation Analysis, Strategic Realignment and Growth
• New Products Introduction (NPI) and Re-engineering
• Market Development (CMD) and Risk Management
• Six Sigma Complex Problem Solving
• Quality and Customer Value Improvement
• Supply Chain Analysis & Optimisation
• Economic Evaluation and Appraisals
• Manufacturing Operation and Production
• Automotive and Oil & Gas Engineering
• Contract Management
Professional Training
2002 - 06 2015 -2006 - 10 2009 2012 - 13 2013 - 14
Project
Coordinator
Project Adviser,
Client Services
Engine Dev.
Engineer
Quality
Technician
Project
Engineer - PVT
Business Dev
Executive
Director/
COO
Africa Program
Coordinator
EngineerProject
Manager
2010 2011 2011 - 2014 - 15

34. @ SSCG Copyright 2017