DaimlerChrysler‘s Collaboration with Science Benefits and Risks
Horst Soboll
Benchmarking Industry-Science Relationship German-OECD Conference Berlin, October 17,2000 Research & Technology
Structure
l DaimlerChrysler as an Industrial Global Player l The Role of Innovation and Research & Development l Industry-Science Relationship l Evaluation of Research l Conclusions Research & Technology
Revenues of the DaimlerChrysler Group 1999
Total 149,985 m €
Mercedes-Benz Passenger Cars , 38,100 25.4% smart®
Chrysler Group 64,085 42.7%
Commercial Vehicles Mercedes-Benz, Freightliner, Sterling, Setra, Thomas Built Buses 26,695 17.8%
Services 12,932 8.6% Aerospace 9,191 6.1% Other Business Units 5,411 3.6% COM/MD 1.05 E 3/2000 Research & Technology
In 1999 about 7,575 m€ were spent for R & D
Mercedes-Benz Passenger Cars, 27% smart®
Chrysler Group 26%
Commercial Vehicles Mercedes- 11% Benz, Freightliner, Sterling, Setra, Thomas Built Buses Aerospace 26%
Other business units 10%
In 1999 DaimlerChrysler registered almost 2000 patents and introduced 85 major new developments into Passenger Cars and Commercial Vehicles
COM/MD 1.08 E 3/2000 Research & Technology
Innovation through Central Research and Technology Annual budget of € 350 million for approximately lTechnological Basis lInnovative Products 2,000 researchers and 500 future projects for all lTechnology Carrier “F300” lFirst-to-Market with business units l“Active Body Control!” A platform for technological knowledge management in the Group Trainee pool for technological and scientific personnel lTechnology Carrier “F200” lFirst-to-Market with...
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COM/MD 1.09 E 3/2000 Research & Technology
Research and selected co-operation sites
Berlin
Stuttgart Moscow Portland MIT Cambridge Twente Tokyo Palo Alto Pittsburgh Shanghai Stanford Bangalore
Pretoria Melbourne
Research Lab locations Co-operation sites Technology Offices Research & Technology
Interaction between Research and Innovation
Research
Transformation Money Knowledge
Innovation Research & Technology
Interaction between Technology, Market, and Society Research & Technology
Zero Emission Fuel Cell Car Research & Technology
Germany‘s Performance in International Ranking
R&D R&D Personnel in Company Development & Expenditure Business University Co- Application of Enterprises p.a. operation Technology
1. USA 1. USA 1. Finland 1. Finland 2. Japan 2. Russia 2. Singapore 2. Singapore 3. Germany 3. Japan 3. Israel 3. Israel 4. France 4. China 4. Netherlands 4. Canada 5. UK 5. Germany 5. Switzerland 5. Ireland 6. Korea 6. France 6. Sweden 6. Netherlands 7. Italy 7. UK ...... 8. Canada 8. Korea 13. Germany 29. Germany
Source: The World Competitiveness Yearbook (1999) Research & Technology R&D Intensity in OECD Countries
Total R&D Spending (per cent) of GDP Spending for R&D (per cent) of Private l Importance of Science for Industry Industry 4.4 4.4 4.2 4.2 4.0 4.0 3.8 3.8 3.6 3.6 3.4 3.4 3.2 3.2 3.0 3.0
2.8 2.8 2.6 2.6 2.4 2.4 2.2 2.2 2.0 2.0 1.8 1.8 1.6 1.6 1.4 1.4 1981 1983 1985 1987 1989 1991 1993 1995 1997 1981 1983 1985 1987 1989 1991 1993 1995 1997
JPN c) USA GER a) SWE b) FRA GBR
1998 Estimated. b) Strukturbruch in der Erhebungsmethode 1993/1995. Source: OECD: Main Science And Technology Indicators. a) Bis 1990: Früheres Bundesgebiet. - Berechnungen und Schätzungen des NIW. c) FuE-Ausgaben in Japan bis 1995 leicht überschätzt. Bericht zur technologischen Leistungsfähigkeit Deutschlands 1999 Research & Technology
Benefits of Research Collaboration
l Complementary Competence Profile l Join Forces (to attain critical mass) l Standards l Sharing High Risk Research & Technology
Partnership for a New Generation of Vehicles Annual budget of approximately € 273 million lAdvanced Prototypes lInnovative Products for 10 years lESX 1Powertrain lESX 3 A platform for technological exchange and cooperation between government and industry Draws on the resources of 7 federal agencies, the national laboratories, lESX 2 lProduction universities, suppliers and the United States Council for Automotive Research (USCAR), a cooperative, research effort between ? DaimlerChrysler Corp., Ford Motor Co., and General Motors Corp.
FTT/M: OECD, 17.10.2000COM/MD 1.09 E 3/2000 Research & Technology
Risks of Research Collaboration
l Intellectual Property Issues Drain of Know-how / Loss of Exclusivity Sharing of IPR (Patents and Licences) l Slowing of Research and Development Process Research & Technology
Industry Science Relationship l Importance of Science for Industry Education of Industrial Researchers Breakthrough Innovations based on knowledge oriented research Innovation Partners for Industry l Increase of External Research and Development Expenditures l Trend to Collaborative Research l Incentives for all Partners l Exploitation/Transfer Mechanisms (Problems, Results, Personnel) l Strategic Dialogue Moderated by Government l Importance of informal,human resource related linkages Research & Technology
Core Business Processes in R&T
Technology Innovation Project Transfer Strategy Planning Work of Results
Recruiting Development Transfer Research & Technology
Goals of Research Audit
Focus on Goals Focus on Competition Customer Quality
• International Determination • Company and State-of-the-art of current business unit position strategies •Competitors, Efficiency competitive • Technological
advantages Transfer needs
... to safeguard and improve research strategy decisions Research & Technology
Research Audit Process Technology Science Benchmarking with External Auditors (Top Scientists in the World)
Evaluation and Decision = Research Process Audit
Strategic Dialogue with Internal Key Customers Research & Technology
Results and Experiences of Research Audit
Contribution to Strategic Development of R&T Division
Improvement of Technology Position Research Audit Improvement of Market Position Research & Technology
Conclusions
l R&D Output is not necessarily Proportional to Money Spent l Competition amongst Research Institutes Ensures Excellence and Quality in R&D Results Periodic evaluations l Successful Technology Transfer is Based on Direct Collaboration Personnel Exchange Two-way-Transfer Strategic Dialogue