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Daimlerchrysler's Collaboration with Science Benefits And DaimlerChrysler‘s Collaboration with Science Benefits and Risks Horst Soboll [email protected] 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... ? 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.
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