1、Next-Generation Transportation MobilityThe pace of digitalization accelerates to meet growing customer demands.Changing customer expectations,the rise of electric vehicles(EVs),and unexpected global supply chain disruptions are pressuring the automotive industry to achieve new levels of service and

2、efficiency.Automotive Ecosystem Vision StudyTable of ContentsOverviewIndustry Overview:Next-Generation Mobility Advances Transformation in the Automotive Sector 2Market Watch:Top Trends Tell the Automotive Manufacturing Story 3Curves Ahead:Automotive Manufacturing Challenges4PrioritiesEnterprise Pri

3、orities and Industry Outlook5Industry Views,Concerns and Expectations6Building Customer Trust7Digital JourneyThe Roadmap to Digital Transformation8Five-Year Digital Deployment Plans10Technology Drivers and Growth Strategies11PerspectivesCreating a New Purchase Experience13Regional Findings14The Fast

4、 Track to Digitalization15About the StudyZebra conducted the Automotive Ecosystem Vision Study among a global audience of over 1,300 respondents,including industry decision-makers,fleet managers and consumers.The study aimed to gauge views,priorities and expectations as the industry faces new challe

5、nges and opportunities because of rapid digital transformation.All data was collected and tabulated by third-party research firm Azure Knowledge Corporation.Study Respondents*References to“customer”include both B2B customers/fleet managers and B2C consumers combined.Industry Overview02Enterprise Pri

6、orities and Industry Outlook05The Roadmap to Digital Transformation08Creating a New Purchase Experience13Employees of organizations that manage vehicles for commercial use with direct influence over vehicle purchases.Adult vehicle owners who drive at least once a month for personal use and indicate

7、being likely to purchase/lease a new vehicle within the next five years.Consumers Fleet ManagersLeaders within an automotive OEM(Original Equipment Manufacturer)or supplier responsible for selecting and managing enterprise solutions.Industry Decision-MakersCustomers*Automotive Ecosystem Vision Study

8、 I Next-Generation Transportation MobilityOverviewPrioritiesDigital JourneyPerspectives1Forward-thinking leaders within the automotive manufacturing and distribution ecosystem are embracing digitalization,increasing supply chain resiliency and building industrial automation capabilities to different

9、iate their offerings and gain a competitive edge.Embracing digitalizationMost automotive industry decision-makers agree that investments in digital technology allow for the effective attainment of business objectives but recognize that remaining competitive requires a commitment to consistent innova

10、tion.INVESTING IN INNOVATIONsay they could better meet business objectives if their organization made more investments in technology.believe their organization needs to be more innovative to remain competitive in the automotive industry.81%78%Decision-makers The industrys future looks much different

11、 than today:the near future will reflect a combination of electric,hybrid,and autonomous or self-driving vehicles.As a result,the industry is transitioning from a hardware business to a service-driven and software-based one.The digital automotive value chain will continue gaining importance and shap

12、ing customer service delivery expectations.Next-generation connectivity refers to types of connected systems within vehicles,including internal systems like GPS and entertainment,as well as sensors for measuring tire pressure,weather and road conditions.Other transportation mobility solutions,such a

13、s autonomous vehicles or rideshares,increased,driven partly by improved infrastructure,including wireless networks.Todays vehicles can have over 100 microprocessors,which will continue to grow as autonomous and self-driving vehicles become more prevalent in the market.Advancements in technology and

14、connectivity are forcing organizations across the automotive supply chain to rethink the end-to-end customer experience,changing the design and production of vehicles and how they are marketed and sold to consumers or fleet managers.For example,automotive enterprises must meet new and rising consume

15、r and fleet manager demands for higher levels of safety and personalization while also exploring new digital possibilities for the retail experience.Moreover,the environmental impact of fossil fuels and highly variable fuel costs combine to drive billions of dollars of investment into the increasing

16、 demand for electric vehicles(EVs)and hybrid vehicles.Next-Generation Mobility Advances Transformation in the Automotive SectorIndustry OverviewFrom hardware-driven to service-centric businessBetter connectivity powers enhanced capabilities Customer pressure on manufacturers Technology innovations a

17、re powering transformative changes in the automotive ecosystem.Automakers and businesses across the automotive value chain must out-innovate to gain a competitive edge amid transportation mobility changes and business model shifts.This transformation is driven by three major factors:technological ad

18、vancements,increased connectivity and ever-shifting customer demand.Automotive Ecosystem Vision Study I Next-Generation Transportation MobilityPrioritiesDigital JourneyPerspectives2OverviewConsumersDecision-Makers70%70%Market WatchTop Trends Tell the Automotive Manufacturing StoryTop technology-led

19、priorities over the next five years,according to automotive industry decision-makers.1AUTOMATEthrough the integration of workforce and machinery/robotics2DEVELOP in-house capabilities and technologies (own intellectual property)3BOOSTvisibility across production and supply chainINCREASING safety1Con

20、sumers and fleet managers are aligned on where they believe the industry should focus.234EXPANDING the convenience of vehicle serviceIMPROVING end-to-end supply chain infrastructureOFFERING more personalization optionsConsumers cite a lower comfort level with industry preparedness than industry deci

21、sion-makers.72%70%80%80%77%81%Decreasing time commitment to charge EVsAvailability of qualified servicing agents for electric and autonomous vehiclesIncreasing availability/locations of EV charging stationsEV battery recyclingPreparedness AreaFuture interest in electric or hybrid vehicles varies by

22、consumer generational cohort.Internal Combustion Engine(ICE)Preference for a vehicle type in 5 yearsHybrid ElectricPlug-in HybridBattery Electric Vehicle(EV)Millennials (1981-1996)Gen X (1965-1980)Boomers (1946-1964)53%50%40%58%49%50%45%35%21%27%29%22%Automotive Ecosystem Vision Study I Next-Generat

23、ion Transportation MobilityPrioritiesDigital JourneyPerspectives3OverviewCurves AheadAutomotive Manufacturing ChallengesTOP OPERATIONAL CHALLENGESIndustry Decision-MakersDIGITALIZATION of operations and supply chain1ADHERENCE to policies and regulations about regulating fuel efficiencies2RISING DEMA

24、NDfor higher levels of personalization in vehicle features3REMAINING COMPETITIVE amid industry transformation4Embracing digitalization to overcome operational challengesMost automotive enterprises are working to improve foundational capabilities and achieve greater levels of operational agility.The

25、majority of industry decision-makers rate their top operational challenge as digitalization of operations and the supply chain,which can ultimately increase manufacturing speed and accuracy.This agility becomes more critical as the industry prepares to meet shifting consumer demand and overcome pote

26、ntial future disruption.The automotive industry faces many of the same challenges as all manufacturers:finding and retaining a qualified workforce,navigating supply chain disruptions,and delivering on heightened expectations around speed and accuracy.Automotive industry decision-makers are under int

27、ense pressure to compete,and almost eight in ten(78%)agree their organizations are struggling to keep up with the speed of technological innovations.Manufacturers need to keep pace with the industrys dramatic transformation or risk getting left behind.Gaining greater visibility across the supply cha

28、in.74%Providing automotive dealers and consumers with real-time visibility into their order status.71%FEELING THE PRESSUREGauging industry pressure points,decision-makers were asked to rate the urgency with which they are approaching future business initiatives.Building strategic partnerships with t

29、echnology companies to cut costs and mitigate risk with next-generation transportation mobility production.75%Automotive Ecosystem Vision Study I Next-Generation Transportation MobilityPrioritiesDigital JourneyPerspectives4OverviewAutomotive enterprises keep an eye on the future and prepare for long

30、-term realitiesTodays automakers,OEMs and suppliers are working to maintain a tricky balance.Most must still operate a traditional business model,maintaining development and production lines for conventional ICE vehicles.At the same time,they must also plan for a smooth transition to the future of E

31、Vs,which have very different requirements from raw materials to final assembly and delivery to customers.Technology-led priorities are focused on increasing automation,building in-house capabilities/technologies and expanding visibility across production and the supply chain.Enterprise Priorities an

32、d Industry Outlook Automotive manufacturers are re-evaluating manufacturing systems and processes to identify opportunities to drive company growth and improve financial performance.Today2027%ChangeCOMPARE CURRENT AND PROJECTED PRIORITIESIndustry Decision-MakersBUILDmanufacturing flexibility and res

33、iliency with modulation of assembly and production linesMAINTAINcurrent operations for ICE vehicle production while building capacity for EVs+75%49%28%INCREASEquality assurance measures+70%46%27%INCREASEvisibility across production and throughout the supply chain+69%49%29%IMPLEMENTAI to improve work

34、flows+68%47%28%+66%48%29%EXPANDsustainability and environmental production initiatives+48%48%28%RESKILLlabor to enhance data and technology usage skills+81%26%47%Automotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewDigital JourneyPerspectives5PrioritiesGrowing emphasis

35、on sustainability Eco-friendliness is a deciding factor for over eight in ten consumers.Unsurprisingly,digital-native Millennials drive much of the change in demand among future vehicle buyers and are projected to comprise the highest demand for hybrids and EVs.Most industry decision-makers(79%)are

36、aware of this growing environmental imperative.How do the perspectives of consumers,fleet managers and industry decision-makers compare when assessing the current state of the automotive industry?Industry Views,Concerns and ExpectationsBoomers(1946-1964)76%Gen X(1965-1980)78%All Consumers81%Millenni

37、als(1981-1996)87%Consumer likeliness to prioritize sustainability and eco-friendliness when purchasing or leasing a vehicle Accommodating sustainability in manufacturing Industry ChallengesConsumersFleet ManagersDecision-Makers46%34%43%36%42%36%35%40%27%30%31%37%Increasing demand for higher safety i

38、n vehiclesRising demand for personalization in vehiclesDigitalization of operations and supply chain Significant challenges impacting the industry Consumers and decision-makers view manufacturing sustainability as the top automotive industry challenge,inclusive of energy management and the recycling

39、 and reuse of resources.In contrast,fleet managers find sustainability and waste mitigation issues less pressing.Instead,they point to digitization initiatives to better meet demand and incorporate innovation as the automotive industrys most significant hurdle to overcome.MAKING IT PERSONALIndustry

40、decision-makers understand the importance of this factor.Personalization factors into the purchase decision for78%of consumers say their organization is struggling to keep up with demands around vehicle customization.75%of decision-makersAutomotive Ecosystem Vision Study I Next-Generation Transporta

41、tion MobilityOverviewDigital JourneyPerspectives6PrioritiesBuilding Customer TrustConsumers and fleet managers are seeking more visibility into the automotive ecosystem.Data is the new oil Automotive enterprises recognize the power of consumer data.In fact,technology investments that enable more con

42、sumer data capture are the most important consumer service element to 45%of industry decision-makers,outranking the connection of a front-line workforce(43%)and offering contactless sales and services(41%).However,as the vehicle itself shifts from machine-powered to computer-driven,most customers ar

43、e concerned about their privacy and the automotive industrys use of data.The importance of vehicle production visibility among generationsMillennials(1981-1996)Gen X(1965-1980)Boomers(1946-1964)Having access to manufacturer information on the origin of materials and parts85%78%77%Knowing if the sour

44、ce materials and parts are sustainable 84%78%77%Understanding how the vehicle is manufactured from start to finish86%76%72%Consumers are less likely to feel the industry is prepared to handle cybersecurity risks compared to fleet manager and industry decision-makers.68%of consumers78%of fleet manage

45、rs76%of decision-makersConsumers and fleet managers broadly align on what it takes for automotive enterprises to earn their trust,with transparency and data usage ranking highly important to both.When considering a vehicle for purchase or lease,most buyers(81%of consumers and 86%of fleet managers)in

46、dicate they want to understand the origin and source of materials and parts on their vehicle,as well as have end-to-end visibility during the manufacturing process(79%of consumers and 81%of fleet managers).Younger consumers demand transparency Millennials are most likely to want more visibility into

47、 the automotive ecosystem,looking to understand their vehicles entire journey through the manufacturing process.expect data ownership and control post-purchase.believe understanding data usage throughout the automotive ecosystem is a right.TRANSPARENCY AND DATA SECURITY83%87%of consumers and fleet m

48、anagersof consumers and fleet managersAutomotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewDigital JourneyPerspectives7PrioritiesMEETING management expectations for the implementation of digital toolsCYBERSECURITY concernsRE-SKILLING /up-skilling workforceLACK OF RESOUR

49、CES to support technological advancesCOMPLEXITIES of integration with legacy systemsMEETING management expectations for the implementation of digital toolsSCALABILITY from pilot program to organization-wide implementationRE-SKILLING/up-skilling workforce COST of integration with legacy systemsThe Ro

50、admap to Digital TransformationDecision-makers recognize the importance of enterprise and manufacturing technologies to gain and retain a competitive edge.Seventy-three percent of industry decision-makers believe their business will be at a competitive disadvantage if they do not embrace more digita

51、l technologies.Nevertheless,it remains a challenge for most enterprises(76%)to achieve the secure integration of devices,sensors and technologies throughout their organization and supply chain.Three-quarters of decision-makers say their employees are frustrated with the slow pace of enterprise techn

52、ology deployment.TOP BARRIERShindering digital transformation12345Barriers to digital transformation The automotive industry is on a journey to digital transformation,but hurdles remain for OEMs and suppliers.OEM decision-makers are struggling to keep up with management expectations for the implemen

53、tation speed of new digital tools.Among suppliers,re-skilling and up-skilling their workforce is the leading challenge.CUSTOMER-CENTRICITY /lack of customer focusOEMsSuppliersAutomotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewPrioritiesPerspectives8Digital JourneyPROD

54、UCING batteries in-houseDEVELOPING software expertiseBUILDING flexible capabilities to support personalizationSEPARATING ICE operations from EV operationsVERTICALLY INTEGRATING to gain more control over the production and distribution processes12345Seeking competitive advantage for decision-makersTO

55、P INVESTMENTSTOP BENEFITSof digital transformationWORKPLACE SAFETYWORKPLACE SAFETYPROVIDE innovative vehicle design and performanceSUPPLY CHAIN resiliencyIMPROVES competitiveness in the marketplaceQUALITY ASSURANCELOWER operating costsLOWER operating costsPRODUCTION FLEXIBILITY PRODUCTION FLEXIBILIT

56、Y 12345OEMsSuppliersAutomotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewPrioritiesPerspectives9Digital Journey60504030200No connected machines,devices or digital sensorsSome data being captured but with no connection to business systems or staffData is being

57、 captured from multiple sources but is kept in silosProduction data is captured from multiple sources and centrally analyzed in real timeData is fully connected to production systems,supply chain partner systems and front-line technologies used by workersOEMs:Digital Transformation DeploymentSupplie

58、rs:Digital Transformation Deployment2%2%6%5%6%4%24%14%30%8%17%18%57%38%36%32%5%48%18%30%+860%+67%Today2027Digital transformation in the automotive industry will have massive implications for everyone along the value chain,from OEMs to consumers and everyone in between.Five-Year Digital Deployment Pl

59、ansDevelopment of OEMs digital capabilities outpace those of suppliers Among OEMs,almost nine in 10 plan to advance their digital capabilities over the next five years,with about one-half expecting to operate fully connected based on real-time information.Comparatively,supplier operations are not ye

60、t as advanced as OEMs today,though more than six in 10 industry decision-makers plan to deploy more digital capabilities over the next five years.Industry decision-makers estimate their organizations current and future digital capabilitiesAutomotive Ecosystem Vision Study I Next-Generation Transport

61、ation MobilityOverviewPrioritiesPerspectives10Digital JourneyA Reimagined Supply Chain Building supply chain resiliency in the digital automotive value chain is critical to driving next-generation transportation mobility success.By capturing and analyzing real-time data,manufacturers can gain action

62、able insights to control quality better,streamline processes and optimize production.Whether at a manufacturer,parts supplier or dealership,greater inventory accuracy translates to more enterprise agility and helps ensure higher levels of customer service.Technology Drivers and Growth StrategiesComp

63、uter vision+73%30%52%Advanced data analytics+70%27%46%Supply chain planning solutions+84%25%46%Augmented/virtual reality+76%25%44%Additive manufacturing/3D printing+88%24%45%Machine learning+70%27%46%Industrial machine vision+83%24%44%Sensing and monitoring systems+79%24%43%Technologies expected to

64、make the largest leap in usageDECISION-MAKERS PLAN TO INCREASE INVESTMENTS IN 2023Technology SpendManufacturing SpendStaff Spend74%72%67%Increases in intelligence,power and capabilities are required in automotive components.Industry decision-makers acknowledge that better connectivity and enterprise

65、 technologies across the board are essential to growing and transforming businesses.While machine vision solutions rise to the top overall,supply chain planning solutions and additive manufacturing,or 3D printing,expect the most significant growth over the next five years.OEM technology plansSupplie

66、r technology plans Today2027Automotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewPrioritiesPerspectives11Digital Journeybelieved to improve supply chain managementKey Devices and Technologies11Autonomous mobile robotsMobile barcode label/thermal printersRFIDRugged handh

67、eld mobile computersRugged scanners22Wearable computers33Mobile barcode label/thermal printersManufacturing Execution System(MES)software445Location technology Industrial machine visionManufacturing Execution System(MES)softwareRFIDRugged handheld mobile computersATP(Available to Promise)/inventory

68、management softwareSuppliersOEMsAutomotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewPrioritiesPerspectives12Digital JourneyThe automotive industrys route toward EVs rapidly continuesBoth consumers and fleet managers affinity for electric or hybrid vehicles is growing.A

69、mong respondents considering an EV purchase in the future,both segments are influenced heavily by the promise of lower fuel costs(47%of consumers and 54%of fleet managers),and consumers are equally motivated by the promise of eco-friendliness and reduction of emissions.Increasing government regulati

70、on calling for carbon-neutral vehicles is on the rise and is expected to impact the overall auto industry.Creating a New Purchase ExperienceConsumers and fleet managers are bringing new expectations to the category,pressuring automakers to innovate around products and the shopping experience.Changin

71、g the sales channel The automotive industry has been slower than most to embrace e-commerce.Now expectations for a quick,convenient and digital-first shopping experience are extending to automotive.Consumers and fleet managers are shifting to a preference for purchasing a vehicle directly from the m

72、anufacturer rather than the traditional dealership model.Eight in 10 consumers and fleet managers,and nearly nine in 10 industry decision-makers,agree the dealership-based sales model should be replaced with an agency model,in which vehicles are sold directly to end users.Convenience is key to drivi

73、ng the move to digitalHowever,the promise of a virtual process is still nascent,with 64%of consumers and 49%of fleet managers saying their last vehicle buying experience was completed in person.Only 4%of consumers and 8%of fleet managers experienced a completely virtual purchase process.Reasons for

74、interest in conducting vehicle purchase virtuallyConvenience 21%I 29%Agility19%I 13%Avoid going to a dealer14%I 12%It is how I purchase other products 8%I 7%Ease of use19%I 22%Necessity19%I 17%ConsumersFleet ManagersTHE GENERATIONAL ECOMMERCE DIVIDE Millennials are most likely to consider purchasing

75、 a vehicle online,both today and in the next five years.On the other hand,Boomers show the highest percentage change with 11%growth over five years.Consumer interest in virtual vehicle purchase80%83%Gen X(1965-1980)64%71%Boomers(1946-1964)83%89%Millennials(1981-1996)Today2027Automotive Ecosystem Vis

76、ion Study I Next-Generation Transportation MobilityOverviewPrioritiesDigital Journey13PerspectivesEuropeNorth AmericaLatin AmericaAsia Pacific Regional FindingsEighty-three percent of industry decision-makers in North America agree that the pace of technological innovations is accelerating at a rate

77、 their organization is struggling to keep up withthe highest of any region.They feel they are under pressure to build strategic partnerships with technology companies in order to cut costs and mitigate risk with next-generation mobility production(83%)as well as greater visibility across the supply

78、chain(83%).In the Asia Pacific region,industry decision-makers foresee an increased focus on balancing current operations for ICE vehicle production(19%)while at the same time building capacity over the next five years to support the production of next-generation electric vehicles(39%).With an incre

79、ase of over 100%by 2027,this strategy to drive growth and improve financial performance is the highest of any region.Industry decision-makers in Europe are increasingly focused on expanding sustainability,waste reduction and environmental protection initiatives.Twenty-seven percent say these initiat

80、ives are drivers of financial performance and growth,and 49%expect them to be within the next five years.Consumers in the Latin America region are the most concerned about the use of data collected from their vehicle,at 80%compared to the global average of 74%.Nearly half(47%)of fleet managers in th

81、e region would like to see the industry focus on ensuring automotive data is kept safe,secure and private,compared to 32%globally.Automotive Ecosystem Vision Study I Next-Generation Transportation MobilityOverviewPrioritiesDigital Journey14PerspectivesNA and Corporate Headquarters+1 800 423 Asia-Pac

82、ific Headquarters+800 1302 EMEA H America Headquarters+1 866 230 ZEBRA and the stylized Zebra head are trademarks of Zebra Technologies Corp.,registered in many jurisdictions worldwide.All other trademarks are the property of their respective owners.2022 Zebra Technologies Corp.and/or its affiliates

83、.All rights reserved.12/2022Build a Dynamic and Resilient Automotive Supply ChainLearn more about how Zebra can help you digitalize your automotive supply chain for improved visibility,agility and business resilience at Fast Track to DigitalizationRecent years have posed unprecedented challenges to

84、the automotive industrys already complex network of supply chains and services.Global market disruptions,the industry-wide evolution from ICE vehicles to transportation mobility alternatives such as EVs,and shifts in consumer expectations will continue to create complications in the near-and long-te

85、rm future.KEY TAKEAWAYSGLOBAL SUPPLY CHAIN CHALLENGESTodays global supply chain challenges may be unique,but they wont be the last.The auto industrys complex network of suppliers,manufacturers and retailers will have to work together to increase operational efficiency and meet customer demand despit

86、e future disruptions.TECHNOLOGY INVESTMENTSInvesting in manufacturing and warehouse technology will be key to achieving future operational success.Not only does it provide crucial visibility into supply chains and production lines,but it can empower the workforce and help meet rising customer expect

87、ations around transparency and traceability.SUSTAINABILITY FOCUSSustainability is a growing focus across the global automotive industry,and environmental concerns are a major factor in the shift toward next-generation mobility.Automakers and other businesses across the automotive value chain will ne

88、ed to balance the needs of the present and future consumer at the same time.CUSTOMER EXPERIENCE CHANGESThe automotive customer experience is changing just as profoundly as the manufacturing of vehicles themselves.Forward-thinking organizations are leveraging technology to help redesign the process a

89、nd meet consumer expectations shaped by the age of e-commerce.About Zebra Zebra(NASDAQ:ZBRA)empowers organizations to thrive in the on-demand economy by making every front-line worker and asset at the edge visible,connected and fully optimized.With an ecosystem of more than 10,000 partners across mo

90、re than 100 countries,Zebra serves customers of all sizesincluding 84%of the Fortune 500with an award-winning portfolio of hardware,software,services and solutions that digitize and automate workflows.Supply chains are more dynamic,customers and patients are better served,and workers are more engage

91、d when they utilize Zebra innovations that help them sense,analyze and act in real-time.In 2021,Zebra expanded its industrial automation portfolio with its Fetch Robotics acquisition and increased its machine vision and AI software capabilities with the acquisitions of Adaptive Vision,antuit.ai and Matrox Imaging.OverviewPrioritiesDigital Journey15Perspectives