Automotive suppliers procurement study

Main success levers to master the procurement

challenges are not exhausted
February 2008

STR-90008-481-02-02-E.ppt

Management Summary

150 international supplier executives of the automotive industry were questioned regarding
future procurement market trends and to the usage of optimization levers within their companies.
73% of the suppliers assume tougher market conditions for the future, especially by a further
increase of raw material prices in combination with constantly high price pressure from the OEMs.
All executives suppose that the key levers in the procurement environment for additional supply
cost savings are not exhausted, eg. joint design-to cost approach with sub suppliers before SOP
Common experiences reveal that by the best possible combination of all procurement levers cost
savings of up to 20-25% are possible. Due to daily internal routines the average realizes 3-4%
Additional topics like low cost country sourcing or professional negotiation management get
higher priority and amend classic purchasing topics like standardization or make-or-buy analyses
In this context the suppliers have to redesign the department interplay of project and serial
purchasing in combination with R&D as well as the quality department to reveal the best results
The procurement departments face the necessity to align their organizational and process requirements a balancing act of organizational efficiency and realization of cost savings
STR-90008-481-02-02-E.ppt

Contents

Page

A. The challenge: Despite continuous efficiency increases the procurement

of the supplier industry still faces many hurdles

B. Status quo: The material cost saving potential of the procurement is not
exhausted many key levers are not fully implemented

12

C. Solution: Need to setup a holistic procurement approach designed to

master the upcoming challenges

21

D. Roland Berger experience Strong expertise in procurement for the

automotive industry drives superior project results

37

Authors contacts

44

This document was created for the exclusive use of our clients. It is not complete unless supported by the underlying detailed analyses and oral presentation. It must not
be passed on to third parties except with the explicit prior consent of Roland Berger Strategy Consultants.

STR-90008-481-02-02-E.ppt

A. The challenge: Despite continuous efficiency increases the

procurement of the supplier industry still faces many hurdles

STR-90008-481-02-02-E.ppt

The pressure on automotive suppliers has significantly increased

over the past years Suppliers are in a "sandwich" position
The automotive powerplay
END USERS

Stagnation of demand in triad markets

Increasing price sensitivity and focus on total cost of ownership
Growing awareness for environmental issues
Decreasing brand loyalty

OEM
OEMs

Proliferation of product portfolio

Growing attention to low cost car concepts
Strive for technology innovations in the Powertrain to reduce vehicle emissions
Further reduction of vertical integration, also in product design/engineering
Shift of investment focus to emerging markets (esp. Russia and India)
Attempts to reduce structural overcapacities (e.g. through increased
manufacturing plant flexibility)

SUPPLIERS
RAW MATERIAL
PROVIDERS
Source: Roland Berger/Rothschild

Ongoing intense pressure on margins

Ongoing raw material price increases
High bargaining power driven by consolidation (e.g. steel & aluminum)

STR-90008-481-02-02-E.ppt

Procurement saving targets of suppliers are mainly defined by a

continuous demand for decreasing prices of all OEMs
Overview on main OEM cost saving programs
OEM

Cost saving
program

Targeted savings
[EUR bn]

CORE

-6%
p.a.
6% p
a

4
5
4.5

Efficiency
optimization
program

-4/-6% p.a.

6.0

For Motion/
For Motion Plus

OLYMPIA

Estimated price
pressure on suppliers

7.0

2.0

-6/-7% p.a.

OEMs require
yearly price
reductions of
4% to 7% p.a.

-6% p.a.

STR-90008-481-02-02-E.ppt

The market is widely expected to become even tougher Further

increasing raw material prices are considered as main challenge
Market trends development Survey results
Increase of market trends during next years
Raw material prices

84%

Low-cost country sourcing

73%

Competitor consolidation

68%

Part/product variety

68%

Development cycle times

Harder

73%

Same

24%

Easier

3%

42%

Multiple sourcing of OEMs

Joint procurement platforms

Market conditions for

suppliers

37%
21%

"Increase"/"strong increase" in % of all respondents

STR-90008-481-02-02-E.ppt

 which might be caused by the price increases of main raw

materials for the automotive industry during the last years
Raw material price and US-dollar development
Crude Oil-Brent Cur. Month FOB [USD/BBL]

Aluminium Alloy Cash [USD/MT]

[USD]

[USD]

+61%

100

+28%

3.000
2.000

50

1.000
0

Jan
2006

Dec Jan

Jan

Dec

2006

2007

Steel, Hot rolled Coil [USD/MT]

US-Dollar [USD/EUR]

World steel/price index

USD decrease

+57%

800

Dec Jan

Dec

2007

-20%

1,0

600
400

0,5

200
0

0,0

Jan
2006

Dec Jan
2007

Dec

Jan
2006

Dec Jan

Dec

2007

STR-90008-481-02-02-E.ppt

Purchasing departments are acting in a field of various different

requirements Performance pressure further increases
Influencing factors of current supplier procurement
INTERNAL FACTORS

Continuous high saving targets per purchaser each year

Capacity reduced in the past for efficiency reasons
More internal interfaces by internationalization
High data availability and transparency demanded
Additional requirements from production and quality dep.
Earlier involvement in R&D projects

High price pressure of OEMs

Increasing/fluctuating raw material prices
Currency exchange rates
New competitors from emerging markets
Professionalization of global procurement
Shorter innovation cycles lead to decreased supply times
Multiple OEM sourcing strategies
...

PROCUREMENT
REQUIREMENTS
Highest operational
efficiency
and
highest material
cost savings

EXTERNAL FACTORS
STR-90008-481-02-02-E.ppt

Material costs count for more than 50% of all costs in the supplier
industry Main optimization lever with an 1:1 profit impact
Cost breakdown example of automotive suppliers
Average supplier P/L breakdown 2006
100%

REMARKS

26%

Despite continuous price decreases

in all sectors, the relative share of
material cost is rising

54%

In this context, the realization of

potential cost savings in the
purchase can mainly contribute
to an optimum company result

9%
5%
Total Personal Material
output
costs
costs

Source: IKB; Roland Berger research

SG&A

D&A

1%

5%

Interest

EBT

Besides the pure cost reduction of

materials, the optimization of the
integrated procurement process
can deliver additional reductions

STR-90008-481-02-02-E.ppt

10

Key objective of this study: Identify main market trends and levers
for automotive suppliers to optimize their procurement business
Summary of study objectives and approach
Study objectives
Provide an overview on the assessment of
future procurement market trends in the
automotive supplier industry
Identify main success levers for
automotive suppliers to optimize
their procurement business

APPROACH
Procurement survey with a questionnaire
at 150 international automotive
supplier executives
Analysis and benchmarking of
operational procurement data

Understand the different degree of using

optimizing levers within the companies

Desk research

Indicate possible solutions and potential

cost savings by project examples

Incorporation of Roland Berger

project experience

STR-90008-481-02-02-E.ppt

11

B. Status quo: The material cost saving potential of the procurement

is not exhausted many key levers are not fully implemented

STR-90008-481-02-02-E.ppt

12

High cost reduction potentials of an integrated material group

strategy and of a design-to-cost approach only insufficiently used
Optimization priorities of suppliers reflected to cost saving ranges
Procurement
modules

Optimization
priority

Saving range
of projects
69%

Material group strategy

58%

Design-to-cost

53%

Negotiation management

47%

Sourcing strategy

42%

Supplier management
Organization/processes1)

28%

"High"/"very high" in % of all respondents

POSSIBLE OBSTACLES

5-10%

Internal / external data

availability
il bilit and
d ttransparency

10-12%

Incentive systems not in line with

overall targets (eg. discounts)

3-6%

Long lasting relations between

purchaser and sub supplier

7-12%

Interface responsibilities not

clearly defined / measured

2-5%

Contradictionary targets of R&D,

quality and procurement

4-12%

Capacity restrictions caused by

daily routines
Time pressure, especially in the
project phase

1) Not included in survey. Derived from project experience

STR-90008-481-02-02-E.ppt

13

Despite clearly defined material groups in the companies the

internal strategy realization seems to be challenging
Material group strategy Survey results
Module levers

Implementation

Saving impact1)
REMARKS

Clear definition/differentiation
of material groups

84%

Transparency of market and

internal supply data
Regular performance/realization
of make-or-buy analyses
Periodic performance/realization
of standardization analyses

63%

42%

32%

Indirect

Indirect

Direct

Direct

Maximum saving potential

regarding
g
g the addressed volume
is 5-10%
68% of the suppliers consider
the internal degree of an
implemented material group
strategy as high/very high
Additional cost cutting potential
is high/very high say 69% of the
executives
Main obstacles are the time
consuming data research and
the missing internal
transparency

low to high cost savings

"High"/"very high" in % of all respondents
Optimization focus
1) Project experience
STR-90008-481-02-02-E.ppt

14

Only for 26% of the companies the implementation degree of a

common design-to-cost approach with the sub suppliers is high
Design-to-cost Survey results
Module levers

Implementation

Saving impact1)
REMARKS

Standardization internal/external
product benchmarking
Cooperation of purchasing and
engineering in development

53%

42%

Indirect

Indirect

Continuous complexity and

cost driver analysis

37%

Direct

Sub supplier involvement for

value engineering workshop

37%

Direct

low to high cost savings

Maximum saving potential

regarding the addressed volume
is 10-20%
Just 26% of the suppliers consider the internal degree of an
implemented design-to-cost
approach as high/very high
Additional cost cutting potential
is high/very high say 58% of the
executives
Main obstacles are the detailed
technology know-how and the
high effort for the involved
parties, eg. suppliers, Quality,
R&D, Procurement

"High"/"very high" in % of all respondents

Optimization focus
1) Project experience
STR-90008-481-02-02-E.ppt

15

Bundling and realization of current payment conditions are very

efficient negotiation levers Used by just 50% of the suppliers
Negotiation management Survey results
Module levers

Implementation

Saving impact1)
REMARKS

Negotiation planning, preparation

and result documentation

53%

Realization of current payment

conditions

47%

Bundling of project and serial

volumes during awarding
Usage of reverse auctions for
awarding of new volumes

42%

5%

Indirect

Direct

Direct

Direct

Maximum saving potential

regarding the addressed volume
is 3-6%
Just 21% of the suppliers consider the internal degree of an
implemented negotiation
management as high/very high
Additional cost cutting potential
is high/very high say 53% of the
executives
Main obstacles are established
comfort zones, sub supplier
relations, time pressure or
misleading incentive systems

low to high cost savings

"High"/"very high" in % of all respondents
Optimization focus
1) Project experience
STR-90008-481-02-02-E.ppt

16

Only the half of all suppliers use the cost cutting potential of main
sourcing levers like volume bundling or LCC sourcing
Sourcing strategy Survey results
Module levers

Implementation

Saving impact1)
REMARKS

Volume bundling opportunities

and usage of reallocation

58%

Direct

Regular analyses of low-cost

country sourcing opportunities

53%

Direct

Optimum of actual supplier

portfolio

53%

Indirect

Clear definition of supplier

categories/pyramids

47%

Indirect

Maximum savings potential

regarding the addressed volume
is 7-12%
58% of the suppliers consider
the internal degree of an implemented sourcing strategy as
high/very high
Additional cost cutting potential
is high/very high say 47% of the
executives
Main obstacles are international
experiences, data sources and
long lasting supply relations

low to high cost savings

"High"/"very high" in % of all respondents
Optimization focus
1) Project experience
STR-90008-481-02-02-E.ppt

17

Active improvement of quality and logistics performance of sub

suppliers rarely used Excellent lever in yearly price negotiations
Supplier management Survey results
Module levers

Implementation

Saving impact1)
REMARKS

Continuous supplier quality

assessments in logistics
g

68%

Continuous supplier quality assessments in project/serial phase

58%

Optimum of the actual PPAP/

MPA approach
Regular performance of supplier
improvement workshops
low to high cost savings

54%

32%

Indirect

Indirect

Indirect

Direct

Maximum saving potential

regarding the addressed volume
is 2-5%
53% of the suppliers consider
the internal degree of an
implemented supplier
management as high/very high
Additional cost cutting potential
is high/very high say 42% of the
executives
Main obstacles are shared
interface responsibilities with
production and quality departments as well as missing
concepts/processes

"High"/"very high" in % of all respondents

Optimization focus
1) Project experience
STR-90008-481-02-02-E.ppt

18

Balancing organizational efficiency and realization of cost savings

is a challenging issue due to company individual requirements
Organization/processes Survey results
Company ratios on procurement
Procurement
volume/sales
[%]
[ ]

Employees
procurement/total
employees
[%]
p y
[ ]

Procurement
volume/purchaser
[EUR
m]]
[

18.0

1.7%

92%

REMARKS
Benchmarking
g of operational
p
figures
g
has to be reflected to organizational
structures and purchased materials
Material cost depends mainly on the
company's degree of value added

51%

0.9%

42%

8.8
4.4

0.3%

Min.

Max.

Min.

Degree of internationalization and

organizational complexity defines
the ratio of necessary purchasers
next to the material groups

Max.

Min.

Procurement volume per purchaser

depends on the supply materials
and products

Max.

STR-90008-481-02-02-E.ppt

19

Top performers achieve purchasing cost reductions of 5-6 % per

year Saving potential especially before SOP is much higher
Potential cost savings and dimensions
Annual material cost reduction
[% of total material cost]
5-6%

Levers to reduce purchasing cost

[total procurement cost reduction potential in %]1)
High
10-20%

Sourcing
S
i
strategy

Design-to-cost
7-12%

3-4%

Potential
cost
savings

Organization/
processes 4-12%
5-10%

3-6%

1-2%
Supplier 2-5%
management

Low
Weak

Material group
strategy

Average

Benchmark

Project

Product
phase

Negotiation
management
Series

1) In relation to purchasing volume addressed

STR-90008-481-02-02-E.ppt

20

C. Solution: Need to setup a holistic procurement approach designed

to master the upcoming challenges

STR-90008-481-02-02-E.ppt

21

Procurement in the supplier industry Optimization and cost

reduction programs should consist of the six correlated modules
Overview pyramidal module system and objectives
1 Optimization of material demand

1
Material group
strategy

structures
2 Optimization of the supplier portfolio

2
Sourcing
strategy

3 Cost reduction of products during

project/development phase
4 Improvement of supplier manage-

3
Design-tocost

4
Supplier
mgmt.
6
Organization/
processes

5
Negotiation
mgmt.

ment processes
5 Advanced negotiation management

for cost reduction

6 Streamlined organization/processes

according to defined strategies

STR-90008-481-02-02-E.ppt

22

MATERIAL GROUP STRATEGY

In our projects an explicit defined material group strategy is the

basis for the derivation of optimization levers in all other modules
Material group strategy Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Optimization of complete material demand structure:

Determination of Make-or-buy for selected parts,
components
Realization of potential cost savings,
savings e.g.
e g carry over parts

Transparency on actual material demand

Concept Make-or-buy/standardization
Evaluated catalog of improvement levers

Methodical approach/tools
Supply data/market analysis
Supplier and part catalogs
Risk assessment
Make-or-buy analysis
Standardization analysis

low

Effort to use tool

high

Main sub results

January
1 2 3 4 5 6 7 8
M T W T F S S M T

1.1 Transparency on actual demands

Team Roland Berger

Henkel
Schmitt
Hagenmeyer
Hollmann
Kaiser Florian
Kohr
Renzow
Schnieper
Trenkwalder

1.2 Concept of commodity structure

1.3 Concept/measures Make-or-buy

Documents

1.4 Risk analysis in commodity groups

Modularization evaluation

1.5 Measure catalog standardization

Morphological raster

1.6 Revised implementation plan

STR-90008-481-02-02-E.ppt

23

SOURCING STRATEGY

A clear sourcing strategy should be developed by a proved approach

Comprehensive perspective essential for the implementation
Sourcing strategy Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Optimization of supplier portfolio for each material group:

Identification of possible cost advantages in low cost
countries
Bundling of volumes at strategic suppliers

Classified/revised supplier portfolios

Potential saving targets (e.g. volume
bundling/LCC souring)

Methodical approach/tools
Supplier pyramids/categories
Supplier portfolio optimization
Volume bundling/reallocation
Low cost country sourcing
Scoring models for relocations

low

Effort to use tool

high

Main sub results

2.1 Concept target supplier portfolio
2.2 Concept supplier requirements
2.3 Demand/target volume bundling

Documents

+ =

2.4 Catalogue of LCC sourcing options

Internal Sourcing Committee

2.5 Brief supply market assessment

Market analysis/supplier visits etc.

2.6 Revised implementation plan

STR-90008-481-02-02-E.ppt

24

DESIGN-TO-COST

How we try to maximize cost reductions during the development

phase Involvement of sub suppliers for design-to-cost activities
Design-to-cost Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Cost optimization of projects/products during

development phase:
Identification of design and specification simplifications
Reduction of material and process effort

Realizable optimization measures pro part

Significant product simplifications
Quantified cost reduction potentials

Methodical approach/tools
Life cycle assessment
Product benchmarking
Product disassembling
DFMA analysis
Cost driver analysis

low

Effort to use tool

high

Main sub results

3.1 Documented approach/process
3.2 Benchmarking results pro product
3.3 Cost driver/complexity catalogue
3.4 Evaluated re-design levers

Complexity analysis

3.5 Project/product priority catalogue

Workshops with suppliers

3.6 Revised implementation plan

ABC
ABC
ABC

Documents

STR-90008-481-02-02-E.ppt

25

SUPPLIER MANAGEMENT

We establish quality & logistics management with suppliers in

advance to the serial production to minimize risks and costs
Supplier management Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Optimization of supplier management processes:

Early identification of potential levers with suppliers
Installation of an integrated supplier management system

Optimized cost structure at current suppliers

Reduced project risks before SoP
Reduced project and ramp-up costs

Methodical approach/tools
Total cost evaluation
Quality assessment
Logistic assessment
Awarding risk assessment
PPAP/MPA analysis

low

Effort to use tool

high

Main sub results

4.1 Criteria for supplier assessments

Criteria

4.2 Processes for supplier development

4.3 Risk assessment awardings

Red

4.4 Optimized supplier portfolio

January
1 2 3 4 5 6 7 8
M T W T F S S M T

Supplier workshops

4.5 KPI catalogue supplier performance

KPI definition/monitoring

4.6 Revised implementation plan

Team Roland Berger

Henkel
Schmitt
Hagenmeyer
Hollmann
Kaiser Florian
Kohr
Renzow
Schnieper
Trenkwalder

STR-90008-481-02-02-E.ppt

26

NEGOTIATION MANAGEMENT

Overall planning and preparation of yearly price negotiations as

well as monitoring the sustainability of results is essential
Negotiation management Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Material cost reduction by optimal prepared

negotiations:
Planning of negotiation schedule and detailed preparation
Development of stringent storyline and arguments

Material price reductions (project/series)

Optimized bonus/one time payments
Improved payment conditions (e.g. discount)

Methodical approach/tools
A/B/C supplier initiative analysis
Negotiation preparation/planning
Cost structure

(BoM)1)

analysis

Negotiation performance
New payment conditions

low

Effort to use tool

high

Main sub results

5.1 Supplier list incl. targets, volumes

231.423 231.423
231.423
231.423
231.423
231.423
056.156 056.156
056.156
056.156
056.156
056.156
812.685
812.685
812.685 812.685
812.685
812.685
231.423 231.423
231.423
231.423
231.423 231.423

5.2 Material price calculation models

5.3 Finance model payment conditions
5.4 Checklist negotiation preparation

Comprehensive result tracking

5.5 Master negotiation presentation

Workshops/trainings with buyers

5.6 Controlling/monitoring tool

January
1 2 3 4 5 6 7 8
M T W T F S S M T
Team Roland Berger
Henkel
Schmitt
Hagenmeyer
Hollmann
Kaiser Florian
Kohr
Renzow
Schnieper
Trenkwalder

Checklist
_______
_______

ABC
ABC
ABC

1) BoM = Bill of Material

STR-90008-481-02-02-E.ppt

27

ORGANIZATION & PROCESSES

The purchasing organization has to be enabled to realize the

defined strategies and to continuously improve the performance
Organization/processes Project fact sheet
OBJECTIVE

PROJECT KEY RESULTS

Optimized purchasing structures as basis to realize the

strategy:
Adjusted organization/processes
Improvement of interface functions (e.g.
(e g engineering)

Strategy related purchasing organization

Improved processes/interface functions
Trained employees

Methodical approach/tools
Top-down benchmarking
Process gap analysis
Best practice organization
Scoring model interface assessment
Basic manpower evaluation

low

Effort to use tool

high

Main sub results

January
1 2 3 4 5 6 7 8
M T W T F S S M T
Team Roland Berger
Henkel
Schmitt
Hagenmeyer
Hollmann
Kaiser Florian
Kohr
Renzow
Schnieper
Trenkwalder

6.1 Assessed gap analysis

6.2 Concept target organization
6.3 Concept target processes
6.4 Evaluated interface scoring

Employee skills analysis

6.5 Training concept buyers

Buyer workshops/trainings

6.6 Revised implementation plan

___
______
___
______

1) BoM = Bill of Material

STR-90008-481-02-02-E.ppt

28

Example for an integrated optimization program in parallel to daily

procurement routines High return on implementation
Integrated project example
Project description
PROJECT SCOPE
Development of an
integrated supplier
management program
Increasing procurement
efficiency
Development of value
engineering with sub
suppliers
CLIENT
Tier 1 supplier of interior
components
Revenues of EUR 2 bn,
thereof EUR 650 m
within the project scope
DURATION
Launch period (3 weeks)
Detailing/implementation
(9 months)

PROJECT MODULES
Portfolio management/
sourcing strategy
Supplier management/
development
Value engineering/
design-to-cost

Quick wins

OPTIMIZATION LEVERS

PORTFOLIO MANAGEMENT
Definition of bundling strategies
Reorganization of the supplier portfolio

SOURCING STRATEGY
Optimization of sourcing strategies
Adaptation of sourcing instruments

SUPPLIER MANAGEMENT
Development of an sub supplier
assessment and improvement system
Optimization of management until and
after SOP

DESIGN-TO-COST
Integration of supplier innovations
Development of joint value engineering

QUICK-WINS
Material group related optimization
Optimization of supplier contracting
Improvement of discount conditions

Optimized
processes
and instruments
Additional
saving
potential of
EUR 75 m
(in 3 years)

STR-90008-481-02-02-E.ppt

29

D. Roland Berger experience Strong expertise in procurement

for the automotive industry drives superior project results

STR-90008-481-02-02-E.ppt

30

Within our competence center we advice the leading international

companies of the automotive industry
Overview selected international clients
OEMs

SUPPLIERS

SERVICE PROVIDERS

STR-90008-481-02-02-E.ppt

31

Our global team successfully realized procurement projects for the

global TOP automotive players
Overview Extract of automotive procurement projects
Roland Berger Automotive Team
PROJECT EXAMPLES
RUSSIA
1 Partner
10 Consultants
JAPAN
4 Partners
20 Consultants

USA

USA
4 Partners
20 Consultants

WESTERN
EUROPE
8 Partners
50 Consultants
SOUTH AMERICA
1 Partner
5 Consultants

EASTERN
EUROPE
2 Partners
15 Consultants

CHINA
2 Partners
20 Consultants

Product cost reduction program for a

Top 5 automotive supplier
Chinese sourcing strategy and
implementation for a Tier 1
Make-or-buy strategy and LCC
sourcing evaluation for a Tier 1/2
Global purchasing strategy for an
German OEM
Integrated supplier management
system at a Tier 1
Cost reduction program for general/
investment goods at a Tier 2
Developing a purchasing KPI-system
at a Tier 2
STR-90008-481-02-02-E.ppt

32

With recent automotive studies we inject highly valuable knowhow from day one in each client project
Overview on recent automotive studies (selection)
REGIONS

TECHNOLOGIES

MARKET STRUCTURE

China study
(2006)

Powertrain
study (2007)

Low cost car

study (2007)

Assessment of automotive
technologies/ capability
Opportunities for sourcing from
China

Developments in Powertrain
technologies
Strategies how to meet the new
emission regulations

Trends in low cost car (LCC)

segment and implications
Implications for R&D of Low
cost cars

Russia study
(2005/2006)

Electronics
study
(2006/2007)

Automotive
supplier study
(2007/2008)

Development of the Russian

automotive market
Implications for OEMs and
suppliers

Key trends/ challenges in

automotive E/E
Implications for OEMs and
suppliers

Supplier benchmarking
Identification of Top/low
performers
Success factors for suppliers

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Authors of the automotive suppliers procurement study

Marcus Berret

Leader of the global

automotive supplier team

Partner

> 12 years of international

consulting experience

+49 89 9230-8737
marcus_berret@
de.rolandberger.com

Dr. Marcus Hoffmann

Leader of the automotive

procurement team

Senior Project Manager

6 years of international
consulting experience

+49 89 9230-8060
marcus_hoffmann@
de.rolandberger.com

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