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.

and Overview.- and Overview.- Industry Dynamics.- The Evolution of Competition in the Automotive Industry.- Build-to-Order: Impacts, Trends and Open Issues.- Current Issues at OEMs and Suppliers.- Outsourcing: Management and Practice Within the Automotive Industry.- Modularity.- An Overview of Modular Car Architecture: the OEMS Perspective on Why and How.- The Modular Body.- Modular Concepts and the Design of the ModCar Body Shell.- Complexity Cost Management.- Collaboration.- Key Principles of Flexible Production and Logistics Networks.- Collaborative Planning Processes.- Collaborative Execution Processes.- Functionalities of Supporting IT Systems: Current Situation, Future Requirements and Innovative Approaches.- Modelled Scenario Examples for Planning and Execution Processes.- Validation.- A BTO Reference Model for High-Level Supply Chain Design.- Rapid Supply Chain Design by Integrating Modelling Methods.- Moving Towards BTO – An Engine Case Study.- How the Electro-Mechanical Valve Train Accelerates Logistics and Reduces Costs.- Network Design for Build-to-Order Automotive Production.- Implementation.- Automotive e-hubs: Exploring Motivations and Barriers to Collaboration and Interaction.- Automotive Supplier Park Strategies Supporting Build-to-Order.- Managing the Transition to the “5-Day Car” in Europe.- The Road Ahead.- The Road to the 5-Day Car.

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.