Ford vai reduzir produção de carros para investir em SUVs e picapes

Ford’s Future: Evolving to Become Most Trusted MobilityCompany, Designing Smart Vehicles for a Smart World   · Ford initiates aggressive “fitness” push, re-basing revenue growth assumptions andattacking costs, while redesigning company operations for long-term success· Capital will be allocated to regions, products and services with highest potential for growthand return; product shift calls for more trucks and SUVs, fewer passenger cars· Ford is accelerating work on smart, connected vehicles, including AVs and EVs and digitalservices to thrive in emerging transportation operating system NEW YORK, Oct. 3, 2017 – Ford Motor Company today is providing a strategic update toinvestors, detailing plans to leverage its unique product strengths, trusted brand and globalscale to refocus and thrive in an evolving and disruptive period for the auto industry.The investor presentation follows a four-month deep dive into Ford’s strategy and businessoperations led by President and CEO Jim Hackett and Ford’s senior leadership team. Hackettsaid Ford will improve its operational fitness, refocus capital allocation and accelerate theintroduction of smart vehicles and services. “Ford was built on the belief that freedom of movement drives human progress,” said Hackett,who became Ford president and CEO on May 22. “It’s a belief that has always fueled ourpassion to create great cars and trucks. And today, it drives our commitment to become theworld’s most trusted mobility company, designing smart vehicles for a smar t world that helppeople move more safely, confidently and freely.” The full slide deck of the presentation can be found here. Ford is reaffirming its 2017 full-yearfinancial guidance and said its 2018 outlook will be provided in January. Reiterating its long-term goal of an 8 percent automotive operating margin, Ford says it willembrace the profound technological changes and new competition buffeting the industry. Todeliver, the company is expanding its scope to include vehicles and services – all designedaround human-centered experiences. The company will tap its strengths integrating hardwareand software in complex devices, its proven ability to deliver scale and the trust tied to the Fordbrand. Specifically, Ford is: · Accelerating the introduction of connected, smart vehicles and servicescustomers want and value. By 2019, 100 percent of Ford’s new U.S. vehicles will bebuilt with connectivity. The company has similarly aggressive plans for China and othermarkets, as 90 percent of Ford’s new global vehicles will feature connectivity by 2020. · Rapidly improving fitness to lower costs, release capital and finance growth. Fordis attacking costs, reducing automotive cost growth by 50 percent through 2022. As partof this, the company is targeting $10 billion in incremental material cost reductions. Theteam also is reducing engineering costs by $4 billion from planned levels over the nextfive years by increasing use of common parts across its full line of vehicles, reducingorder complexity and building fewer prototypes. · Allocating capital where Ford can win the future. This starts with the companyreallocating $7 billion of capital from cars to SUVs and trucks, including the Ranger andEcoSport in North America and the all-new Bronco globally. Ford also has plans to buildthe next-generation Focus for North America in China, saving capital investment andongoing costs. Further, Ford is reducing internal combustion engine capital expendituresby one-third and redeploying that capital into electrification – on top of the previouslyannounced $4.5 billion investment. · Embracing partnerships. Ford will continue to leverage partnerships, remain active inM&A and collaborate to accelerate R&D. The company recently announced it wasexploring a strategic alliance with Mahindra Group as it transforms its business in India,and Zoyte with the intention of developing a new line of low-cost all-electric passengervehicles in China. When it comes to autonomous vehicle development, the companyrecently announced a relationship with Lyft to work toward commercialization and acollaboration with Domino’s Pizza to research the customer experience of deliveryservices. · Expanding electric vehicle revenue opportunities. The company recently announceda dedicated electrification team within Ford, focused exclusively on creating anecosystem of products and services for electric vehicles and the unique opportunitiesthey provide. This builds on Ford’s earlier commitment to deliver 13 new electric vehiclesin the next five years, including F-150 Hybrid, Mustang Hybrid, Transit Custom plug-inhybrid, an autonomous vehicle hybrid, Ford Police Responder Hybrid Sedan, and a fullyelectric small SUV. “When you’re a long-lived company that has had success over multiple decades the decision tochange is not easy – culturally or operationally,” Hackett said. “Ultimately, though, we mustaccept the virtues that brought us success over the past century are really no guarantee offuture success.” Revamping product development, modernizing factories At the same time, Ford is redesigning its operations to better compete in this disruptive era.Hackett cites as a template the example of how the company reimagined the all-new 2015F-150. Since then, the F-Series has gained market share and the average transaction price hasincreased 16 percent. It has improved fuel economy and increased capability for customers,thanks in part to a 700-pound weight reduction that helped make the F-150 the company’s mostpositive contributor to CAFE standards for model year 2018. Additionally, 90 percent of themanufacturing equipment can be reused for the next-generation F-150, reducing future capitalrequirements. Finally, the innovation on aluminum and light weighting will pay off across a rangeof Ford trucks and SUVs. Other priorities include:· Reducing orderable combinations of many nameplates, focusing on whatcustomers value most. Already the team has identified a ten-fold reduction oforderable combinations in the next-generation Escape and is moving from approximately35,000 combinations in the current generation of Fusion to 96 in the next generation. · Rethinking product development processes and incorporating new technology. Inthe next five years, Ford is aiming to reduce new vehicle development time by 20percent, with new tools and fewer orderable combinations. Through the use of virtualassembly lines, the company has been able to reduce new model changeover time by25 percent. · Redesigning the company’s factories of the future. Accelerating and scaling 3Dprinting, robotics, virtual reality tools and big data will improve logistics and enable amore efficient manufacturing footprint. “We believe Ford will achieve its competitive advantage by focusing deeply on our customers –whether they’re drivers, riders or cities – and that’s where we are playing to win,” Hackett said.