Collaborating closely with our customers, we work tirelessly to make the future of mobility pos-sible. Whether it involves a new strategy development, innovative operating models or intelli-gent sales management: our aim is always to provide lasting added value for the entire Volkswagen Group. What exactly does that mean? We wish to present a small selection of our successful projects here.
Initial Situation:
Taking a new direction with “China Speed”: with the support of Volkswagen Group Consulting, the Volkswagen brand in China has entered into a technology partnership with XPENG. The collaboration initially involves the joint development of two electric models for the mid-range segment.
The challenge:
The world’s largest automotive market is developing extremely dynamically. In China, the Volkswagen Group faces the challenge of keeping pace with new local manufacturers, particularly with Intelligent Connected Vehicles (ICVs). At the same time, the large number of new competitors is exerting great pressure on costs and consolidation. Synergies and strong partnerships are what are needed in these challenging times.
The solution:
China Speed meets Made in Germany: we designed and negotiated the partnership with the Chinese start-up XPENG in a very short time with the Board of Management and the Volkswagen China Strategy team.
Our impact:
Through our precise knowledge of the company as the in-house consulting team, we were able to clearly define the Volkswagen position and speak with one voice to our partner as Volkswagen Group China. The result: the contracts were signed six months after the order was placed.
Initial Situation:
The China region will remain crucial for the future of the Volkswagen Group. Financing the transformation is more important than ever in order to reinforce the new “in China for China” approach. The regional efficiency programme therefore plays a crucial role in the overall transformation of the region.
The challenge:
The tough Chinese BEV market is forcing market participants to compete hard against each other in the race for sizeable orders. The short-term focus therefore remains on stabilising the market share of VGC while accelerating our efforts to address the challenges ahead.
The solution:
A comprehensive regional performance programme addresses all cost components and relevant new strategic projects across China. The focus is on reducing costs and increasing efficiency by optimising product costs and adapting investments and capacities. Prioritisation of the implementation of specific measures to address the headwind of profitability caused by the higher BEV share and the difficult market environment.
Our impact:
The overarching regional efficiency programme has enabled us to make great progress in reducing product costs, adjusting capital expenditure, and reducing capacities. The regional perspective has helped us to focus on the key objectives while ensuring that all relevant stakeholders are taken into account.
Dr. Jörg Mull, Former Executive Vice President Finance Volkswagen Group China
Initial Situation:
As part of its sustainability strategy, the Volkswagen Group developed a circular economy strategy at a product level (vehicle and battery) in close cooperation with initiatives at brand level and in other regions.
The challenge:
The circular economy is driven by various regulations, such as the EU Battery Directive, the resilience of the supply chain to volatile or even scarce materials markets, and unused sources of profit along the recycling value chain. Competition is extremely fast moving, and so we had to develop a clear strategy that sets us apart and is ahead of the competition.
The solution:
A circular economy strategy was developed along the cycles of vehicles, batteries and other parts as far as the material level. Alongside qualitative analysis, a fundamental business case was developed to analyse costs along the value chain and the expected cost savings/revenues in the cycles.
Our impact:
The strategic project phase that we oversaw supported the customer in structuring their strategy and priorities, following which an implementation team was formed at Group level.
Initial Situation:
To accelerate the implementation of highly automated MaaS/TaaS applications, and to focus and concentrate the necessary autonomous driving activities from Volkswagen Commercial Vehicles, ADMT GmbH is to become a separate company with central responsibility for AD-MaaS/TaaS within the Group (together with MOIA).
The challenge:
In order to ensure rapid ability to act, ADMT GmbH had to be efficiently ramped up without wrecking the ongoing processes – at the same time coupled with a highly demanding schedule with the launch of highly automated MaaS/TaaS applications in 2026.
The solution:
We have developed an integrated, two-phase approach to setting up the GmbH company including an agile governance model for accelerated implementation. The first phase involved an analysis of key fields of action and the definition of priorities, while the second phase involved the implementation of the most important fields of action and the development of a roadmap for the development of the remaining action areas.
Our impact:
The day-1 readiness of the GmbH was ensured within a very short time (about six months), the central strategic guidelines of the company were defined and thus the basis was in place for further scaling. Today, over 400 employees are already on the road with autonomous test vehicles both in Germany and America.
We are turning the Volkswagen Group transformation into a success story. We support the top management in all strategically important questions and projects with our comprehensive expertise.
