Scelte strategiche BMW Group

[nicogiraldi]

15 ore fa, 4200blu scrive:

 

Si...ma alla fine non cambia molta se lasciano lo sviluppo di Alpina a Buchloe come oggi - la produzione delle macchine gia oggi e sulle linee dei stabilmenti BMW. Alpina fornisce le componente specifiche, l'assemblaggio fa BMW.

Ma piu in futuro, con le modelli bev, lo sviluppo speciale di Alpina naturalment non conta piu, poi una propulsore Alpina non esistera piu. L'equipe a Buchloe sicuramente sara ridotta perche non e piu necessario.

 

 

 

 

Ma quindi farà la fine di Maybach??

 

Piuttosto spero ritornino ad importarle in Italia!!!

 

[4200blu]

7 minuti fa, nicogiraldi scrive:

Ma quindi farà la fine di Maybach??

 

Diciamo EQMaybach.

Il passagio della proprieta sara dopo il fine dell contratto attuale per la collaboratione tradizionale (che ha una validita di 5 anni, fatto ultima anno), cosi Alpina GmbH&Co KG diventera aprte dell gruppo BMW al 1.1.2026. 2026 e gia in produzione la NCAR di BMW, cosi gli Alpina del futuro saranno variante lussuose delle BMW elettriche, molto probabile simile Maybach, ad un livello tra BMW e RollsRoyce.

 

[__P]

Cita

BMW
Con la Neue Klasse, elettriche al 50% delle vendite prima del 2030

Le notizie dalla conferenza del gruppo BMW sono tante, ma la più eclatante è la rinnovata (e accelerata, in un certo senso) fiducia nella svolta elettrica: l’obiettivo per le Bev di raggiungere la quota del 50% del venduto potrebbe realizzarsi prima del 2030

Articolo completo ➡️ Quattroruote

[Beckervdo]

Beh c'è anche la notizia che hanno tolto il 10% delle azioni dal mercato.

[Auditore]

On 11/3/2022 at 13:55, nicogiraldi scrive:

Ma quindi farà la fine di Maybach??

Purtroppo con la svolta elettrica non avrebbero potuto fare altro che migliorare gli allestimenti non potendo toccare la meccanica e quindi per evitare di scomparire è meglio che venga accorpata alla casa madre

[4200blu]

 

Despite the challenging conditions, the BMW Group once again achieved its goals in all segments. Our positive business performance is reflected in our strong financial results for the past year. An EBIT margin of 10.3% for our automotive business puts us at the upper end of our adjusted target range, as expected. The Free Cashflow in the Automotive Segment amounted to 6.4 billion euros, as forecast. We also met all our non-financial targets, in particular the further reduction of our CO2 fleet emissions.

 

The rating agencies Moody’s and S&P have also recognised the BMW Group’s positive business development and revised their outlook upwards over the course of the year. We have now published our financial statements in our Integrated BMW Group Report for the second time. In addition to financial key figures, we have also expanded our reporting to include non-financial indicators fully in line with SASB standards. Information on the EU Taxonomy was also included for the first time.

 

Let’s take a look at the business development in detail. After a difficult 2020, due to the pandemic, 2021 was no less demanding. Despite problems with semiconductor supplies, we came through the year relatively well and took advantage of opportunities to further improve price realisation worldwide. At this point I would like to thank the many colleagues in all areas of the company who continue to show extraordinary commitment. In particular, our thoughts are with the many employees of our suppliers in Ukraine.

 

After a strong first half-year, semiconductor supply issues intensified, as expected, in the second half of the year. Fixed costs, which increased as planned towards the end of the year, also had an impact.

 

Revenues for the full year climbed to around 111 billion euros – against the backdrop of positive pricing for new and pre-owned vehicles and the higher volume of sales. The significantly higher financial result primarily reflects the positive earnings contribution of our Chinese joint venture, BBA, which increased by more than 40%. Valuation effects, including interest rate hedging instruments, also had a positive impact.

 

Group earnings before tax increased significantly to around 16 billion euros. The previous year had been weak, due to the pandemic. At 14%, the Group EBT margin was well above our long-term minimum target of 10%. Strong pricing for new and pre-owned vehicles, in particular, was a key driver for earnings. We also delivered more vehicles to customers than in the previous year. And, finally, there were the positive one-time effects, we have already communicated. This included the partial reversal of the provision for the EU antitrust proceedings and the modernisation of the pension scheme for employees in Germany.

 

Ladies and Gentlemen, Our strategic approach remains focused on emission-free mobility. The new all-electric BMW iX and the sporty BMW i4 are once again demonstrating our technology leadership. Our order books are very well-filled. The BMW i7 will once again set new standards in all major areas of innovation – especially electrification, digitalisation – including for example rear-seat entertainment – and highly-automated driving. We will present the i7 to you in April. Our sixth-generation electric drivetrains developed in-house will bring further major steps in efficiency and range.

 

We invested a total of around 5 billion euros in this and other future projects in 2021, as well as in our global production network and new models. The capex ratio of 4.5% was below our target figure of 5%, as planned. With the full consolidation of BBA, where extensive plant expansions are currently underway, we expect a slightly higher ratio of around 5% for 2022. I will address the details of the impact of full consolidation later.

 

Research and development expenditure remains at a high level, with a priority on emission-free mobility. In addition to expenses for new models, a major focus in 2021 was on preparations for the Neue Klasse, which is scheduled to ramp up in the middle of the decade. R&D costs according to IFRS increased to 6.3 billion euros. The R&D ratio of 6.2%, according to the German Commercial Code, was in line with our expectations. In 2022, the ratio will be back within our long-term target range of 5 to 5.5%, also due to the full consolidation of BBA. Today, well over half of our total investments are in the future fields of e-mobility, digitalisation and highly automated driving.

 

Ladies and Gentlemen, This year, in recognition of this positive business development, our employees in Germany will also enjoy the highest-ever profit-sharing bonus for the financial year 2021. Last autumn, we also expanded the preferred stock programme for employees, which has been in place since 1989. This has enjoyed a very positive response.

 

We also want our shareholders to participate in the company’s success. The Board of Management and the Supervisory Board will propose a dividend of 5.80 euros per share of common stock and 5.82 euros per share of preferred stock to the Annual General Meeting. This represents a pay-out ratio of 30.7%, which is within our long-term strategic target range of 30-40%.

 

Already today, the BMW Group has a healthy balance sheet and the potential to generate sustainably high free cash flow. The full consolidation of BBA in the BMW Group Financial Statements from February onwards will further increase this potential. The Board of Management and Supervisory Board will therefore propose to the Annual General Meeting, that the Board of Management be authorised to repurchase and retire reacquired shares. This would create the option of returning available capital to shareholders via share repurchases, in addition to the annual dividend.

 

Ladies and Gentlemen, Let’s take a closer look now at business development in 2021 in the individual segments.

 

In the Automotive Segment, we delivered a total of more than 2.5 million vehicles to customers last year, including over 100,000 all-electric cars. The segment’s operating earnings totalled almost 10 billion euros. At 10.3%, the EBIT margin is at the upper end of our adjusted target range, as forecast. The year-on-year comparison mainly reflected the positive effects of improved pricing and higher volumes. Our aftersales business also saw significant growth. The exceptionally strong residual value development was another factor that contributed to the increase. Ongoing efficiency measures from our Performance Programme also took effect in 2021. The partial reversal of the provision for the EU antitrust proceedings, as well as the valuation effect of modernising the pension scheme for employees in Germany, also had a positive effect.

 

Higher research and development spending, in particular for the further ramp-up of e-mobility due to very strong demand, as well as for digitalisation, dampened EBIT much more than the previous year, as we had projected. The net balance of raw material prices and currency effects resulted in a headwind in the mid-three-digit million-euro range, as forecast.

 

The positive operating result was also the main driver for strong cash development in the financial year 2021. Despite higher capital expenditure, free cash flow in the Automotive Segment totalled 6.4 billion euros and therefore met our expectations and our guidance. In contrast to the previous year, this did not include an inflow from BBA's dividend payments. For 2022, we expect a free cash flow of at least 12 billion euros, which includes an expected one-time cash-inflow of about 5 billion euros from the BBA full consolidation. This consists of a positive effect from recognising BBA’s liquid assets in the balance sheet for the first time. This effect is partially offset by payment of the acquisition price of around 3.7 billion euros.

 

This strong free cash flow in the financial year 2021 is also reflected positively in the BMW Group’s liquidity position.

 

In preparation for payment of the purchase price for increasing our shareholding in BBA, the company had increased its liquidity to 20.3 billion euros at the end of last year.

 

Let’s turn now to the Financial Services Segment, which posted pre-tax earnings at a high level of 3.75 billion euros in 2021, mostly due to the favourable risk situation. The number of new contracts with retail customers climbed 6% year-on-year to almost two million. At the same time, the average financing volume per vehicle also increased. Residual values and credit risks improved significantly from the previous year, which had been impacted by the pandemic. The return on equity of 22.6% was at the high end of our adjusted target range of 20 to 23%. We review our risk provisioning on an ongoing basis, taking into account all relevant current developments: From today’s perspective, we have continued to make appropriate provisions for our business risks.

 

The Motorcycles Segment also delivered a very strong performance in 2021, with five new models and three model updates. With total sales of more than 194,000 units worldwide, we reported strong growth in all regions, especially our strategic growth markets, the US and China. At 8.3%, the EBIT margin was within our target range of 8-10%. Pre-tax earnings more than doubled year-on-year to almost 230 million euros.

 

Let’s move on to the Other Entities Segment and intersegment eliminations. As expected, the net balance for pre-tax earnings of 274 million euros was significantly lower than the previous year. Positive valuation effects from interest rate hedging instruments, driven by higher interest rates, were more than offset by higher intersegment eliminations caused by the increased leasing business volume.

 

Ladies and Gentlemen, Let’s turn our attention now to the current year. As you know, we have increased our stake in our Chinese joint venture, BBA, to 75% and extended the joint venture contract to 2040, as planned.

 

With the completion of this transaction in February of this year, BBA will be fully consolidated in the BMW Group’s Financial Statements. BBA’s earnings contribution was previously reported in the financial result as part of the at-equity consolidation. With full consolidation, BBA will be fully reflected in all positions of the income statement, balance sheet and cash flow statement.

 

This also includes revaluing the existing 50% stake to the current market value. This will result in an estimated positive one-off effect of between 7 to 8 billion euros in the financial result. Full consolidation will increase both revenues and the absolute EBIT result in the Automotive Segment. This will, however, be partially offset by an annual depreciation expense from the purchase price allocation over the coming years. A technical effect from the initial consolidation in connection with intra-Group deliveries will also dampen earnings in 2022. For this reason, we do not anticipate any significant impact on the EBIT margin in the Automotive Segment in the current year.

 

Ladies and Gentlemen, We are securing our future competitiveness by investing in future technologies today. At the same time, we always maintain a clear focus on our financial performance. We remain committed to our long-term target range of 8-10% for the EBIT margin in the Automotive Segment. Profitability and efficiency remain our focus, in all segments and across all brands.

 

Let’s now turn to our Outlook for 2022 in detail. Our guidance for this year reflects the current status of our planning and includes the impact of the BBA full consolidation. The war in Ukraine is having a substantial effect on the country’s automotive suppliers, with supply restrictions resulting in production interruptions at several BMW Group plants. This is already taken into account in our outlook, to the extent that the impact is currently predictable.

 

Regarding the ongoing semiconductor supply shortages, we do not expect the situation to ease before the second half of 2022. An initial impact of rising raw material and energy prices is included in the outlook for the current year.

 

Further significant price increases in connection with the war in Ukraine and the related sanctions are not part of the forecast. Possible longer-term effects of the conflict in Ukraine cannot be estimated at the present time and are therefore also not reflected in our outlook.

 

We continue to monitor closely current developments regarding the coronavirus pandemic, particularly in China. Any further possible negative impact on our business is not currently included in our outlook.

 

Ladies and Gentlemen, The BMW Group has proven its financial strength and flexibility time and again. In extremely volatile times, we manage our business with prudence and clear focus. Our young, attractive product portfolio is well received by customers, particularly the MINI E*, the BMW iX and the BMW i4. Despite the current supply bottlenecks due to the current geopolitical situation, we are confident that the positive business development will continue in 2022.

 

For the Group's pre-tax profit, we expect a significant increase compared to the previous year. The main driver is the BBA full consolidation from 11 February. Due to the inclusion of the approximately 26,500 employees from China in the workforce for the first time, the BMW Group's headcount will increase significantly in 2022.

 

Thanks to high customer demand and new models, we had originally planned a slight growth in deliveries in the Automotive Segment. As a result of the negative effects of the war in Ukraine, in particular the production interruptions due to supply constraints at local suppliers, we now expect deliveries to remain at the level of the previous year.

 

Deliveries of electrified vehicles are forecast to increase significantly this year. The number of all-electric vehicles is expected to more than double. Based on the original planning, including BBA full consolidation, we had expected the EBIT margin in the Automotive Segment to be in the upper half of our strategic target range of 8 to 10%. As previously mentioned, the BBA full consolidation has no significant impact on the margin in 2022. As a result of the war in Ukraine however, we now expect a margin of between 7 and 9%.

 

In the Motorcycles segment, we expect a slight increase in deliveries. The EBIT margin is forecast to be in the target range of 8-10%.

 

In the Financial Services segment, we should see a return on equity within the range of 14 to 17% in 2022. The reporting year 2021 was characterised by an exceptionally positive risk situation.

 

Ladies and Gentlemen, The BMW Group is committed to consistently strong performance, even in volatile times – and we have been able to accomplish this yet again. Operationally, we are well positioned for the challenges ahead. Over the past two years, the coronavirus pandemic and semiconductor shortages have challenged our flexibility and commitment to deliver top performance more than ever before.

 

Despite the high volatility, we have continued to drive forward our transformation. We remain committed to the BMW way. Now, I’ll hand over to Oliver, who will talk about what this means for us in more detail. Thank you.

 

 

 

 

 

BMW Group

 

 

 

 

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Milan Nedeljkovic - Chief production officer

 

 

(BMW Group)

 

[4200blu]

 

Shenyang. After comprehensive construction work, the new extension to Plant Dadong is ready to open. Owned by the joint venture BMW Brilliance Automotive Ltd (BBA), the plant will simultaneously launch production of the BMW X5 with extended wheelbase in its new extension, exclusively for the Chinese market. A global success story, the X5 has so far only been made at the BMW Group’s US plant, in Spartanburg. The new plant extension offers additional production capacity globally. With the completion of the construction, the Dadong plant will follow the principles of the BMW iFACTORY. LEAN. GREEN. DIGITAL.

 

“Plant Dadong proves the strength of our team”, says Milan Nedeljković, BMW AG Board Member for Production: “Despite the challenges of the last three years, this complex construction project was completed fully on schedule. Our Chinese production sites are highly significant for the BMW Group. Last year almost one in every three BMW Group vehicles delivered around the world was manufactured in Shenyang.”

 

BMW Brilliance Plant Dadong is where the localisation of BMW vehicles in China first began. Today the plant is a pioneer of “Industry 4.0” car production and perfectly matches to BMW iFACTORY – the masterplan for the future of production. With the upgrade now complete, it offers fully flexible production of combustion-powered, plug-in hybrid and all-electric vehicles. This enhanced flexibility allows it to respond quickly to future market trends and the changing wishes of customers. Extending the plant, further focal points were digitalisation and sustainability, with innovative production technologies further reducing the plant’s environmental impact.

Franz Decker, President and CEO of BMW Brilliance: “In China, we are determined to lead from the forefront: green, lean, digital! Driven by technology and innovation we create more value for our customers. Building on 100 years of BMW manufacturing experience we build-up one of China’s most advanced and intelligent production sites here in Shenyang. Plant Dadong extension will once again set benchmarks on sustainability, productivity, digitalization and agility.”

 

Besides the newly introduced BMW X5, Plant Dadong already produces the BMW 5 Series and X3 for the Chinese market. It is also the only facility to make the fully electric BMW iX3 for the world market. Together with BBA’s second facility, Plant Tiexi, it produced a combined total of more than 700,000 vehicles last year, making Shenyang not only the highest-volume manufacturing location of the BMW Group but also the largest premium manufacturer in China. Plant Tiexi produces the BMW 1 Series and 3 Series as well as the BMW X1 and X2. In the summer, the new plant, Plant Lydia will open, as the home of the new BMW i3, a fully electric 3 Series made exclusively for the Chinese market.

 

With the local Powertrain plant, which manufactures combustion engines as well as high-voltage batteries, Shenyang will be home to four production facilities. Extensive R&D work is also carried out there. Since 2010, the joint venture BBA has invested around 83 billion RMB in plants, facilities, projects and R&D activities in Shenyang.

 

 

 

Dadong – Plant extension with superlatives

In its upgraded form, Plant Dadong now has a footprint of 910,000 m2 – the equivalent of about 125 football pitches. It accommodates a press shop, a bodyshop, a paintshop and a single roof integrated logistics and assembly building with two independent production lines. The bodyshop is equipped with the KUKA’s largest Titan robot with a loading capacity of 1.3 tonnes for underbody grabbing.

 

Further investments have also been made in sustainability. Nearly 80 percent of finished vehicles in Shenyang are wholly or partially transported by rail, hence with nine railway lines plant Dadong has the biggest railway station in all BMW Group plant structures. The press shop offers clean separation of scrap aluminium and steel for circularity, thereby making a major contribution to the further reduction of CO2 emissions. The paintshop in Plant Dadong has already achieved zero fresh water consumption, and energy consumption efficiency is set to be increased even further.

 

Plant Dadong’s solar array has also been upgraded. This year, its 179,000m2 of panels are expected to produce more than 21 MWh of energy from renewable sources. BBA Shenyang production base now owns 290,000 m2 covered area of solar panel system, ranking No.1 in Liaoning Province. In addition, the plant has introduced further charging points in car parks for employees to charge their cars.

 

Digitalisation sets standards

Dadong has also received a digitalisation upgrade. Benefit-driven digital projects are implemented in five core areas: Digital Platform, Planning, Production, Logistics, and Campus. Data science, artificial intelligence and virtual planning are opening up new dimensions in automotive production, making it faster, more precise and more transparent and taking efficiency, flexibility, sustainability and quality to an entirely new level.

 

Process control and various parameter data are monitored and analysed in real-time throughout the entire production process chain, allowing potential problems to be detected quickly and resolved.

 

(BMW Group)

 

 

[4200blu]

 

Munich.  It’s the master plan for the automotive production of tomorrow: The BMW iFACTORY production strategy defines the future orientation of plants and production technologies at the BMW Group and meets the challenges of the transformation to e-mobility. “Automotive manufacturing of the future requires a new, holistic way of thinking. With our BMW iFACTORY, we are leading the way and setting new standards in flexibility, efficiency, sustainability and digitalisation,” said Milan Nedeljković, Member of the Board of Management of BMW AG, responsible for Production.

Over the last few decades, the BMW Group has considered itself the benchmark for innovative, flexible and efficient production technologies in vehicle manufacturing. And it is from this level that the company is now redefining operational excellence. The strategic vision of the global production network is the BMW iFACTORY. LEAN. GREEN. DIGITAL., with its integrative, global approach. “The BMW iFACTORY is not a one-off showpiece but an approach we will implement at all our plants in the future – from our 100-year-old home plant in Munich to our forthcoming plant in Debrecen, Hungary,” said Milan Nedeljković.

The mission: LEAN. GREEN. DIGITAL.

The BMW iFACTORY focuses the BMW Group’s production expertise on three key topic areas: LEAN, which stands for efficiency, precision and extreme flexibility, GREEN, for sustainability, resource-efficiency and circularity, and DIGITAL, for the active use of digitalisation in data science, artificial intelligence (AI) and virtualisation. As always at the BMW Group, the holistic approach of the BMW iFACTORY is underpinned by the consistently high standard of flexibility, launch expertise and integration capability in the company’s production system.
 

LEAN: Based on highly flexible, efficient production

The BMW Group’s production network is on the cusp of a fundamental transformation: the Neue Klasse, due for production launch in 2025, is based on a completely new vehicle architecture. With its clear focus on the all-electric drive, it sets the conditions for future vehicle generations to be manufactured efficiently and in line with the company’s profitability and quality goals. The BMW iFACTORY is now set to strengthen the proven success factors of the global production network.  Board Member for Production Milan Nedeljković: “Our production network has three key strengths: maximum flexibility, excellent processes and outstanding integration capabilities. We are the absolute benchmark in all three. And they are the focal points of our BMW iFACTORY.”  The key topic of LEAN is about highly flexible, efficient production through streamlined processes in competitive structures.

 

Flexibility remains the key competitive advantage of BMW Group production, now and in the future – and in several respects: The company’s production structures are so flexible that a single production line can produce different drive types and vehicle models. They also set the standard in terms of rapid responsiveness and adaptability, absorbing supply bottlenecks and shortages comparatively spontaneously and reacting quickly to fluctuations in demand. And for customers, this flexibility means they can change certain elements of their vehicle configuration up to six days before the production date.

The aim of the BMW iFACTORY is to use even more meaningful real-time data from throughout the production process to control global manufacturing more closely and transparently achieve the fastest possible response times. This will enhance not only volume and market planning but also supply chain and inventory management and support targeted work on quality as well.

GREEN: Sustainability along the entire value chain

Avoiding consumption, saving resources and using state-of-the-art technologies: With the BMW iFACTORY, the focus on sustainable production is stronger than ever, reaffirming the BMW Group’s position as the most sustainable manufacturer of premium automobiles.  “Environmental, economic and social responsibility are inseparable, and we strive to achieve all three not only in the product itself but along the entire value chain. By 2030 we aim to reduce CO2 emissions from production by 80 percent compared to 2019,” explained Board Member for Production Milan Nedeljković.

 

Plant Debrecen: The first completely fossil fuel-free plant

With its new plant in Debrecen, Hungary – where production of the all-electric Neue Klasse will launch in 2025 – the BMW Group is entering a new era in sustainable automotive production. “Our plans are for Plant Debrecen to be the first automotive plant in the world to dispense completely with fossil energy sources in its production processes,” said Nedeljković. “Debrecen will be our first CO2-free vehicle plant and puts us clearly at the vanguard of developments in this regard.”

A significant share of the plant’s electricity will be generated directly on site. The remainder will be covered by 100 percent renewables, the vast majority of which will come from regional sources.  Nedeljković: “Our contribution to the energy transition makes not only environmental but also business sense because our approach ensures stable prices and secure supplies.”

Another element of sustainable production is consistent circularity. Wherever possible, production materials and resources will be reused. Metal offcuts and filings from milling, for example, will be recycled and reused, while waste heat from cooling will be fed into a circuit to heat indoor spaces and water.

Saving resources significantly benefits the company economically – but smart, effective solutions also make production at the BMW Group unique in terms of environmental credentials. Examples of the technologies realising our commitment include the resource-saving wet-in-wet painting process (IPP) and the use of direct current in car body construction for the very first time.

The energy that powers the BMW Group’s plants around the world is sourced purely from renewables. As Plant Leipzig develops into a centre of excellence for hydrogen, the company’s facilities worldwide are becoming increasingly independent of third-party energy suppliers or other external influences. This is enabled by a combination of self-generated and stored energy with flexible load profiles throughout production. Here, the latest digital methods and comprehensive systems ensure maximum transparency and support the consistent reduction of energy consumption as well as the needs-based use of renewables on the basis of accurate forecasts.

A further key issue in the field of climate protection is biodiversity. The variety of flora and fauna at BMW Group sites worldwide is being promoted through targeted, region-specific measures, from beehives and falcons to meadow orchards.

Meanwhile, to support GREEN logistics both within and outside the plants, the BMW iFACTORY adopts an open-minded approach to technologies, focusing on environmentally sustainable concepts. Within the next few years, for example, increased use of rail transport and electric trucks will mean zero local emissions from transport logistics at Plant Munich.

 

DIGITAL: From innovations to effective use cases

Customised premium vehicles, delighted customers, excellent quality and on-time delivery have always been the goal of digitalisation at the BMW Group. “The BMW iFACTORY is advancing digitalisation by taking data consistency to a completely new level along the entire value chain and across every one of our process chains. We use digital innovations to create effective use cases in production – because for us, innovation and efficiency go hand in hand,” emphasised Milan Nedeljković.

Production at the BMW Group uses the latest technologies to link all the relevant product, process, quality and cost data between development, planning and production processes. The main focus here is on applications from the fields of virtualisation, data science and artificial intelligence.

Virtualisation plays an important role within the BMW iFACTORY strategy model. In a first step, every detail of all the BMW Group’s production sites is being recorded in a 3D scan. In this way, planning work can be carried out virtually at any time and from anywhere. In the next logical step, a virtual representation – or digital twin – is created of each factory in its entirety. This can then be used by planning specialists in real-time collaborations across different locations and time zones. This approach takes the planning of all structures, production plants and even individual processes to a completely new level. It allows virtual products to be integrated into the factory early on, for example, and significantly reduces planning work further down the line. It also allows investments to be otimised and enhances process efficiency and the stability of product launches.

In partnerships like the one with NVIDIA, the BMW Group combines its pioneering spirit and process expertise with cutting-edge technologies. Applications and augmented and virtual reality support employee training for future processes and technologies, and digital production system planning allows global partners to be integrated into the value chain early on.

Meanwhile, data science provides the foundations for fact-, figure- and (real-time) data-based decision-making. Consistent, transparent data allows the root causes to be identified quickly and proactively so that processes can be optimised. BMW Group production is already an industry pioneer in the effective use of AI and currently uses more than 200 AI-based applications. The technology allows various logistics and production processes to be automated for better quality assurance. In addition, standardised platforms and self-services mean solutions can be scaled rapidly for application across all technologies and locations.

 

Employees: Fit for the BMW iFACTORY

At the heart of the BMW iFACTORY are the people who create it. Future-focused and highly qualified, the BMW Group’s workforce is ensuring a competitive and successful transformation. The Production division is investing heavily and with foresight in upskilling staff for quality, logistics, maintenance, e/e, e-mobility and digital planning. Thanks to state-of-the-art instruction methods, employees benefit from electronic training programmes that leave them free to train independently and on their own initiative. Extensive additional development options are also available to help them maintain and enhance their skills. More than 50,000 BMW Group employees have already undergone the training they need to work in electromobility.

The reason: Customers’ wishes and our responsibility

The key factors behind the transformation of BMW Group production are the developments in the automotive market and specifications around climate change. The BMW Group is already doubling its production of electric vehicles in 2022, having delivered more than 35,000 fully electric cars to customers in the first quarter alone. At the same time, the latest technical innovations are supporting the company as it contributes significantly to climate protection and sustainability.  Milan Nedeljkovic: “The BMW iFACTORY delivers not only on the increasing customer demand for electric vehicles but also on our desire, as a member of society, to support climate protection and sustainability. We are using digitalisation to make this happen – while remaining absolutely competitive.”

 

(BMW Group)

 

 

 

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Risultati BMW Group Q1/2022 

Meno consegne, piu utile (anche senza l'effetto unico della consolidazione di BBA) e quota Bev on track come pianificata

 

 

(BMW Group, CFO Nicolas Peter)