{"id":1317,"date":"2020-04-08T09:16:46","date_gmt":"2020-04-08T07:16:46","guid":{"rendered":"https:\/\/eveneum.com\/elektromobilnosc-i-koronawirus\/"},"modified":"2026-01-15T16:40:27","modified_gmt":"2026-01-15T15:40:27","slug":"electromobility-and-coronavirus","status":"publish","type":"post","link":"https:\/\/eveneum.com\/en\/blog\/electromobility-and-coronavirus\/","title":{"rendered":"Electromobility and coronavirus"},"content":{"rendered":"

Could electromobility and coronavirus be an opportunity for Polish automotive companies?<\/h1>\n\n\n\n

The impact of the Polish electric car project and the coronavirus has triggered an interesting discussion on LinkedIn regarding the opportunities they present for Polish automotive manufacturers.<\/p>\n\n\n\n

\"Electromobility<\/figure>\n\n\n\n

First post<\/a><\/em><\/strong>, posted by <\/em>Polish Chamber of Automotive<\/em><\/a> at the end of February, concerned the coronavirus and related opportunities for Polish automotive companies.<\/em><\/strong><\/p>\n\n\n\n

According to PIM, opportunities could arise from OEMs' desire to reduce risk, to look for alternative suppliers closer, and consequently shorten supply chains. That is, buying more locally. I think at this point the situation is too dynamic to say unequivocally that this scenario will work. Personally, I agree that it is quite realistic. However, in order to increase their chances, Polish producers should act now and determine how and to whom to communicate their offer. The starting point for such action is to find out how OEMs manage suppliers, how they build their strategy. <\/a><\/p>\n\n\n\n

Second entry<\/a>  was posted on <\/em>ElectroMobility Poland<\/em><\/a> and concerned the opportunity for Polish manufacturers to create a Polish electric car.<\/em><\/strong><\/p>\n\n\n\n

According to the authors, thanks to ElectroMobility, Polish companies have a chance to enter the Tier1 supplier level. Apart from companies that are already there to some extent, e.g. Boryszew Autmotive<\/a> or Sanok Rubber<\/a>, for new players this will often mean bypassing their existing customers and ultimately competing with them. Read more about this in \u201eEcosystem in a Polish car brand project<\/a>\u201e. Again, it is useful to know the mechanisms of how the purchasing strategy by OEM<\/a>.<\/p>\n\n\n\n

To be part of the OEMs' buying strategy, Polish manufacturers should act now, take advantage of the crisis and determine how and to whom to communicate their offer. They should understand the customer's buying strategy.<\/em><\/strong><\/h4>\n\n\n\n

Free webinar<\/h4>\n\n\n\n

The automotive purchasing process for SALE*<\/h6>\n\n\n\n

*number of places limited\n\t\t\t\t\t\t\tSign up\n\t\t<\/a><\/p>\n\n\n\n

\"Chart<\/figure>\n\n\n\n

The supplier should understand what his place is in the customer's purchasing strategy and which areas of cooperation he should address to increase his chances of new business<\/em><\/strong><\/h4>\n\n\n\n

Understanding the arguments of both opponents and supporters of the above ideas, I provide additional information :). <\/em><\/strong><\/p>\n\n\n\n

Working as a global or European purchasing category manager in the aviation, automotive and maritime industries, I was responsible for defining strategies. In each of these cases, the steps involved were very similar. I think the following information may be useful to form an opinion on the opportunities for Polish companies in relation to the Polish electric car project and buying more locally by OEMs.<\/p>\n\n\n\n

Selected steps for building a purchasing strategy:<\/strong><\/p>\n\n\n\n

    \n
  1. Segmentation of the purchasing portfolio, e.g. according to the so-called Kraljic method<\/li>\n\n\n\n
  2. Defining what we want to achieve within the purchasing category<\/li>\n\n\n\n
  3. Definition of KPIs<\/li>\n\n\n\n
  4. Analysis of purchase values with individual suppliers<\/li>\n\n\n\n
  5. Assessment of suppliers according to QDCTM and creation of a supplier competence matrix<\/li>\n\n\n\n
  6. Determination of supplier status (N\/S\/U\/R)<\/li>\n\n\n\n
  7. Defining the action to be taken<\/li>\n<\/ol>\n\n\n\n

    From a supplier's perspective, when analysing my opportunities, I would focus initially on points 5 and 6. That is, getting better acquainted with the OEM's current suppliers, their strengths and weaknesses.<\/p>\n\n\n\n

    \"Supplier<\/figure>\n\n\n\n

    A supplier that takes the risk of competing with its existing customer should prepare for the fact that its status may change, e.g. from Strategic to Maintain or Exit.<\/em><\/strong><\/h4>\n\n\n\n

    The status of a Section 6 supplier is usually described through four main categories:<\/p>\n\n\n\n