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DaimlerChrysler‘s Collaboration with ScienceBenefits and Risks
Horst Soboll
Benchmarking Industry-Science RelationshipGerman-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
COM/MD 1.05 E 3/2000
Total149,985 m €
Aerospace
Services
Commercial Vehicles Mercedes-Benz, Freightliner, Sterling, Setra,Thomas Built Buses
Chrysler Group
Mercedes-Benz Passenger Cars ,smart®
Other Business Units
25.4%
8.6%
6.1%
3.6%
42.7%
17.8%
38,100
12,932
9,191
5,411
64,085
26,695
Research & Technology
In 1999 about 7,575 m€ were spent for R & D
In 1999 DaimlerChrysler registered almost 2000 patents and introduced 85 major new developments into Passenger Cars and Commercial Vehicles
Aerospace
Commercial Vehicles Mercedes-Benz, Freightliner, Sterling, Setra,Thomas Built Buses
Chrysler Group
Mercedes-Benz Passenger Cars,smart®
Other business units
26%
11%
26%
27%
10%
COM/MD 1.08 E 3/2000
Research & Technology
COM/MD 1.09 E 3/2000
Annual budget of € 350million for approximately2,000 researchers and 500future projects for allbusiness units
A platform for technologicalknowledge management inthe Group
Trainee pool fortechnological and scientificpersonnel
Innovation through Central Research and Technology
lTechnological Basis
lTechnology Carrier “F200”
lTechnology Carrier “F300”
lInnovative Products
lFirst-to-Market with...
lFirst-to-Market with l“Active Body Control!”
?
Research & Technology
Research and selected co-operation sites
PortlandMoscow
Bangalore
ShanghaiTokyo
Stuttgart
Berlin
Research Lab locations
Technology Offices
Co-operation sites
MIT Cambridge
Melbourne
Stanford
Pretoria
TwentePittsburghPalo Alto
Research & Technology
Interaction between Research and Innovation
Money
Transformation
Knowledge
Research
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&DExpenditure
R&D Personnel inBusiness
Enterprises p.a.
CompanyUniversity Co-
operation
Development &Application of
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
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
Spending for R&D (per cent) of PrivateIndustry
Total R&D Spending (per cent) of GDP
JPN c) USA GER a) SWE b) FRA GBR
1.4
1.6
1.8
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
4.2
4.4
1981 1983 1985 1987 1989 1991 1993 1995 1997
1.4
1.6
1.8
2.0
2.2
2.4
2.6
2.8
3.0
3.2
3.4
3.6
3.8
4.0
4.2
4.4
1981 1983 1985 1987 1989 1991 1993 1995 1997
l Importance of Science for Industry
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
FTT/M: OECD, 17.10.2000COM/MD 1.09 E 3/2000
Annual budget ofapproximately € 273 millionfor 10 years
A platform fortechnological exchangeand cooperation betweengovernment and industry
Draws on the resources of 7federal agencies, thenational laboratories,universities, suppliers andthe United States Councilfor Automotive Research(USCAR), a cooperative,research effort betweenDaimlerChrysler Corp., FordMotor Co., and GeneralMotors Corp.
Partnership for a New Generation of Vehicles
lAdvanced Prototypes
lESX 2
lESX 1Powertrain
lInnovative Products
lProduction
lESX 3
?
Research & Technology
Risks of Research Collaboration
l Intellectual Property IssuesDrain 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 IndustryEducation 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
Recruiting TransferDevelopment
TechnologyStrategy
Transferof Results
ProjectWork
InnovationPlanning
Research & Technology
Focus onCompetition
• International State-of-the-art
•Competitors, competitive
advantages
Focus onCustomer
• Company and business unit
strategies
• Technologicalneeds
Determinationof currentposition
Quality Goals
Efficiency Tran
sfer
Goals of Research Audit
... to safeguard and improveresearch strategy decisions
Research & Technology
Technology Science Benchmarkingwith External Auditors
(Top Scientists in the World)
Strategic Dialogue with Internal Key Customers
Evaluation and Decision
Process
ResearchAudit=
Research Audit Process
Research & Technology
ResearchAudit
Improvement of Technology Position
Improvement of Market Position
Contribution to StrategicDevelopment of R&T
Division
Results and Experiences of Research Audit
Research & Technology
Conclusions
l R&D Output is not necessarily Proportional to Money Spent
l Competition amongst Research Institutes Ensures Excellence andQuality in R&D Results
Periodic evaluations
l Successful Technology Transfer is Based on Direct CollaborationPersonnel Exchange
Two-way-Transfer
Strategic Dialogue