Automotive & Mobility

Systematizing the Planning and Management of Development Cost for New Cars

Challenges

How can a centralized planning and cost estimations for new car developments effectively conducted on component, cost-center, and activity level?

Problem-Solving Approach

Defining a standardized vehicle structure:

Identifying the cost levers and defining the premises:

Detailed analysis of past vehicle projects:

Determining to-be values for the development costs based on the functional specifications of a standard vehicle

 

Applying the new planning method:

Conceptualizing and developing a new IT tool for planning

Results

Effort and time required for estimating the development costs for new vehicle projects significantly reduced

 

Reliable and ambitious basis for the planning of development cost established that is well accepted by the various departments

 

Key cost drivers determined that can be used to assess the costs of different technological concepts

 

Transparency on costs improved to allow the definition and prioritization of project/vehicle specifications

 

Basis for systematically identifying improvement potentials and following up the initiated measures in a transparent way

March 2021

‘Best Management Consultants 2021’: T. K. Hamann among the top 3 consultancies for sales, after sales, and CRM

The 2021 ranking ‘Beste Unternehmensberater [Best Management Consultants]’ by the German business magazine brand eins and the business data portal Statista has just been published.

 

T. K. Hamann takes a top position in this with a shared second place in the field of ‘Sales, After Sales, CRM’.  In addition, we are honored for the sector ‘Auto & Suppliers’ and the functional area ‘Strategy Development’.

 

We are grateful to all our clients, the entire team, and business partners who have worked with us since our founding in late 2016.  Together, we will continue to consequently pursue quality leadership in our disciplines.

For this year’s ranking, 2,334 colleagues determined the best management consultancies according to their perception by industry and functional practice area.  Subsequently, assessments were obtained from the clients.  For this purpose, 1,100 senior executives were provided with a list of the recommended consultancies for each industry and work area clients via online survey; another 234 senior executives (Head of Strategy, Head of Business Development, etc.) from DAX, M-DAX, S-DAX and Tec-DAX companies were specifically invited to participate in the survey.