The PSA Peugeot Citroën Group

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Claude Hill
5 years ago
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1 The PSA Peugeot Citroën Group April 2008

2 1 2 3 PSA Peugeot Citroën highlights Key figures Key policies 4 The Group s 4 priorities

3 1 PSA Peugeot Citroën highlights

4 Key dates 1810:The Peugeot Frères company is founded. 1890:Peugeot starts manufacturing automobiles. 1919:Citroën produces its first car, the Type A. 1976: The PSA PEUGEOT CITROËN Group is formed. 1998:The Group is reorganised. The technical, industrial, administrative and financial divisions are unified. 2007: The Group sets 4 new operational priorities: quality, cost reduction, products, and international business

5 Key figures (2007) Present in 150 countries 3,428,400 vehicles sold worldwide, of which more than 1 million outside Western Europe 5.2% of the world market (cars + light commercial vehicles) No. 2 automobile manufacturer in Europe Consolidated sales: 60.6 billion Workforce: close to 208,000 people

6 Two powerful marques Technological, industrial and financial clout serving Peugeot and Citroën, two broadline marques with strong, distinctive identities

7 Businesses other than car manufacturing Finance Transport and logistics Automotive equipment Other businesses: Peugeot Motocycles Peugeot Citroën Moteurs

8 Organisation chart Chairman of the Managing Board C. STREIFF Programs Automobiles Peugeot Automobiles Citroën Technical and Manufacturing G. OLIVIER Managing Board J.P COLLIN G. MICHEL R. VARDANEGA Innovation and Strategy I. MAREY-SEMPER Finance and Information Systems S. RUCAR Human Resources J.L. VERGNE Legal Affairs, Institutional Relations and Internal Audit J.C. HANUS Corporate Communications L. LACOURT Executive Committee China Mercosur Purchasing Replacement Parts Executive Development D. DUCHESNE V. RAMBAUD Extended Executive Committee J.C QUERMARD D. MARTEAU A. SARTORIS

9 2 Main results

10 Group sales worldwide In 2007 the Group sold 3,428,400 units (cars + LCVs) worldwide, including more than 1 million outside Western Europe: 1,104,700 units outside Western Europe (32,2% of Group sales) 2,323,700 units in Western Europe of which 779,800 units in France

11 Europe s No.2 car manufacturer 2006 market shares in Europe (18 countries) (cars + light commercial vehicles) VAG 18,8 PSA 13,5 Ford GM Renault Fiat 10,9 9,9 9,4 8,6 Toyota Daimler Chrysler BMW Hyundai Nissan 5,9 5,5 4,7 3,1 2,2 In 2006 the European car + LCV market (18 countries) totalled 16.7 million units

12 Financial results Turnover (in M ) Operating margin (in M ) 60,6 54,4 54,2 56,1 56,3 56,6 2,7 2,9 2,2 2,5 1,9 1,8 51,7 1, ,7 1,7 1,5 1, ,9 Net Income (in M ) 0,

13 3 Group policies

14 Key policies 1. Strong, distinctive products 2. Major innovation 3. Joint platforms 4. An efficient industrial base 5. Targeted cooperation 6. 3 priority regions for international growth

15 Strong, distinctive products Rapidly renew the core range: Strong styling, new car concepts Make the ranges distinctive but complementary Extend the ranges to cover new market segments

16 Launches in 2006 Citroën C6 Peugeot 207 Grand C4 Picasso Peugeot Expert Citroën Jumpy Peugeot 307 Sedan Citroën C-Triomphe Peugeot Boxer Citroën Jumper C2 China

17 Launches in 2007 Peugeot 207 CC 207 RC Peugeot 4007 Citroën C4 Picasso Citroën C-Crosser

18 Launches in 2008 Citroën Némo Peugeot Bipper Citroën Berlingo Peugeot Partner Citroën C5 Tourer Citroën C5 Peugeot 308 SW Peugeot 207 SW

19 Innovation, two focuses: The environment Solutions for today: Diesel with particulate filter Stop & Start Biofuels Solutions for tomorrow: Diesel hybrids Fuel cells PSA Peugeot Citroën: European leader for low fuel consumption vehicles

Innovation, two focuses: Safety Primary safety accident

etc. Secondary safety occupant protection 10 of the Group s

the only manufacturer to offer emergency callout in Europe:

20 Innovation, two focuses: Safety Primary safety accident prevention Speed limiters, Lane Departure Warning Systems, etc. Secondary safety occupant protection 10 of the Group s models have received the maximum score of 5 stars in EuroNCAP crash tests. Tertiary safety emergency assistance PSA Peugeot Citroën is the only manufacturer to offer emergency callout in Europe: 300,000 vehicles have been fitted with the system. The Group spends more than 200 million a year on safety

Sustainable development Sustainable development The Group has identified 3 challenges Greenhouse effect Road safety Urban mobility A priority action plan Provides concrete answers to the challenges

21 Sustainable development Sustainable development The Group has identified 3 challenges Greenhouse effect Road safety Urban mobility A priority action plan Provides concrete answers to the challenges identified Involves all the divisions, employees and suppliers Encourages a progress approach A recognised commitment The Group is included in CSR indices An creative reporting interface a dedicated Group website

22 What is a platform? Coupé Cabriolet SW Coupé Hatchback Saloon Different profiles can be developed from the same vehicle base

23 Platform policy 3 vehicle platforms within the Group 4 platforms jointly operated with other manufacturers Number of vehicles rolling off the 3 Group platforms: 1 million in million in 2006

24 An efficient industrial base Poissy Rennes Vigo Madrid Mangualde Sevelnord Aulnay Mulhouse Sochaux Val di Sangro (Sevelsud) Kolin 2010 : New plant in Russia Trnava Wuhan Porto Real Buenos Aires

25 Component and casting plants Douvrin Asnières Caen Saint-Ouen Valenciennes Charleville Trémery Metz Mulhouse Sochaux Hérimoncourt Xiangfan Sept-Fons Porto Real Jeppener

26 Cooperation policy 7 cooperation agreements with other major global manufacturers Win/win arrangements: Shared investment costs (design and manufacturing) No excess volumes The cooperation policy enables PSA Peugeot Citroën to remain independent and boost growth.

27 Vehicle cooperation agreements Fiat MPVs and light commercial vehicles Toyota Small cars (107, C1) Mitsubishi SUV: 4007 and C-Crosser

28 3 engine cooperation agreements Renault Ford BMW Engines and automatic transmissions Direct-injection diesel engines Small capacity petrol engines

29 3 priority regions for international growth Central and Eastern Europe: units sold in % Brazil, Argentina: China: units sold in % units sold in %

30 4 Group priorities

31 Four priorities Quality Cost reduction Products International business

32 Purchasing activities : organization and strategy

Purchasing Organization PURCHASING PURCHASING DIVISION DIVISION PURCHASING Vehicle parts : 11 bn/year, 230 suppliers Power train & Chassis parts : 11bn/year, 315 suppliers Industrial equipment &

33 Purchasing Organization PURCHASING PURCHASING DIVISION DIVISION PURCHASING Vehicle parts : 11 bn/year, 230 suppliers Power train & Chassis parts : 11bn/year, 315 suppliers Industrial equipment & services : 5 bn/year, 7000 suppliers PROJECTS Vehicle projects Engines projects Innovation 25 project teams 9bn/year bound in new projects SUPPORT IT & B2B, controlling, reporting Strategy, Quality, Global sourcing

34 Our ambitions In 2004, 95% of our purchases were done in High costs countries (Western Europe, USA) Our target is to buy around 40% in Leading Competitive Countries by the year 2010 throught our 5 purchasing offices. Inde (partenariat à l étude)

35 Our ambitions M

36 PSA s requirements Quality Quality system (ISO TS PSA audits) Quality mindset (Management) Quality Rigor (Cultural) Containment / Protect the customer Problem solving culture (root cause analysis, process control, living FMEA s) Expected results : 0 or competitive low PPM No delivery crisis No project development surprise (timing, results)

37 PSA s requirements Product and Process capability As PSA s specifications are mostly functional, suppliers must have product and process capabilities : Technical mindset integrating cost optimization R&D capability (3D design,fea,cao exchange, test benches, DFMEA s) Project management linked to PSA needs (understanding of functional context, analysis of potential solution, argumentation of proposal) Manufacturing capabilities (process simulation, monitoring of process parameters, statistical control, key characteristics, PFMEA s) Adequate resource assigned to projects Expected results : Robust designs and products 0 Delay on milestones Perfect response and 0 default on all functional features No price creep

38 PSA s requirements Logistics requirements EDI Anticipation of delivery program (flexibility in production) Risk management of global supply chain Permanent reactivity to manage any spill Insurance to cover logistic cost crisis Measures 100 % of delivery on time

39 Strategy supported by regional Offices Turkey Office Iran Office Brazil Office Argentina Office CENTRAL OFFICE India Office Central Europe Office China / Korea Office

40 A complete process to support you 40 During the pre-selection phase : Close to you, helping you to understand our needs and to give the best answer to our RFQs.

41 A complete process to support you 41 During the development phase : Close to you and PSA corporate teams, accompanying you in our organization, helping to achieve our mutual commitments

42 A complete process to support you 42 During Mass production : being close to you to guarantee the best service to PSA Peugeot-Citroën

43 Conclusion Sourcing policy : find the best opportunities for PSA, wherever it is There is now a window to enter PSA s panel, don t miss it. Support Office : based in Shanghai : The Closer, the better

44 Thank you for your kind attention

45 Eurorepar networ A Repair Shop network build in 2003 for all brands, 1300 Repair Shop in France, Extended with Peugeot Brand, In Extention in Europe until now

46 Motaquip network Motaquip was established in 1981 and is one of the PSA Peugeot Citroen group of companies. From our massive Coventry distribution facility we deliver to more than 200 distributors throughout the UK.

BorjaEsteban AN INTEGRATED INDUSTRIAL POLICY FOR THE GLOBALISATION ERA. Madrid, 21 October Institutional Relations Spain

BorjaEsteban AN INTEGRATED INDUSTRIAL POLICY FOR THE GLOBALISATION ERA. Madrid, 21 October Institutional Relations Spain European Economic and Social Committee Consultative Commission on Industrial Change (CCMI) BorjaEsteban Institutional Relations Spain AN INTEGRATED INDUSTRIAL POLICY FOR THE GLOBALISATION ERA Madrid, 21