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Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
Daimler Trucks Division Day 2012 – Martin Daum
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Daimler Trucks Division Day 2012 – Martin Daum

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  • 1. Daimler Trucks Division DayMannheim, June 28th 2012Martin Daum, Head of Daimler Trucks North America LLCDaimler Trucks
  • 2. Agenda 1 1 Market Update 2 2 Foundation Laid / Next Level of OU optimization 3 3 Global Scale Realization 4 4 Best Products / Best TCO 5 5 Aftersales and Services PushDaimler Trucks 2
  • 3. Daimler Trucks 3
  • 4. High Market Volatility in NAFTA Class 6-8Truck Market NAFTA (Class 6-8)- ‘000 units - +15 to +20% Ø 370 305 215 187 00 01 02 03 04 05 06 07 08 09 10 11 12eDaimler Trucks 4
  • 5. Market Share U.S. MAY MAY 2011 2011 US Class 8 ‘12 % Chg US Class 6-8 ‘12 % Chg YE YE YTD YTD DTNA 31.7 32.9 +1.2 DTNA 32.8 34.4 +1.6 PACCAR 27.5 29.0 +1.5 Navistar 26.7 25.0 -1.7 Navistar 21.0 19.4 -1.6 PACCAR 21.2 23.1 +1.9 Volvo/Mack 19.8 18.7 -1.1 Volvo/Mack 13.4 12.9 -0.5 MAY 2011 US Class 6-7 ‘12 % Chg YE YTD DTNA 35.0 37.9 +2.9 Navistar 38.8 37.6 -1.2 PACCAR 8.1 10.1 +2.0 Ford 10.8 7.4 -3.4 Others 7.3 7.0 -0.3Daimler Trucks 5
  • 6. Market Share Class 6-8 (U.S./Canada/Mexico) MAY 2011 NAFTA 6-8 ‘12 % Chg YE YTD DTNA 31.9 33.5 +1.6 PACCAR 23.4 25.1 +1.7 Navistar 26.5 24.6 -1.9 Volvo/Mack 12.8 12.6 -0.2 MAY MAY 2011 2011 Canada 6-8 ‘12 % Chg Mexico 6-8 ‘12 % Chg YE YE YTD YTD PACCAR 28.8 32.3 +3.5 PACCAR 41.9 39.5 -2.4 DTNA 29.6 30.5 +0.9 DTNA 23.8 26.2 +2.4 Navistar 24.5 19.9 -4.6 Navistar 27.2 27.0 -0.2 Volvo/Mack 14.4 15.1 +0.7 Volvo/ Mack 3.8 4.4 +0.6Daimler Trucks 6
  • 7. Market fundamentals support a better market in 2012 thanin 2011High replacement need in U.S. American Trucking Associations (ATA) Monthly Truck Tonnage Report (MTTR) 130 seasonally adjusted (2000=100) 120 110 100 90 80 Jan 02 Jan 03 Jan 04 Jan 05 Jan 06 Jan 07 Jan 08 Jan 09 Jan 10 Jan 11 Jan 12Daimler Trucks 7
  • 8. Agenda 1 1 Market Update 2 2 Foundation Laid / Next Level of OU optimization 3 3 Global Scale Realization 4 4 Best Products / Best TCO 5 5 Aftersales and Services PushDaimler Trucks 8
  • 9. Global Excellence has brought Daimler Trucks to a new level –foundation laid Global Excellence Global Excellence Pillars Achievements so far Next phase Management Strengthen global Highly Flexible Production Footprint of Cycles industry leadership Operational Continued Focus on all Excellence Excellence Efforts Growth and Market Vocational Strategy and Revival of Exploitation Western Star Brand Future Product Expand Detroit Offerings GenerationsDaimler Trucks 9
  • 10. Daimler Trucks 10
  • 11. We have defined a clear roadmap for Global Excellenceto strengthen our global leadership position: DT#1 Global Excellence Global Excellence Pillars Achievements so far Next phase Management Highly Flexible Production Footprint of Cycles Operational Continued Focus on all Excellence Cross-business Initiatives Excellence Efforts + Growth and Market Vocational Strategy and Revival of Western Star Brand Excellence Programs Exploitation Future Product Expanded Detroit Offerings Generations Underlining the Daimler Trucks target of 8% RoS across the cycleDaimler Trucks 11
  • 12. A comprehensive “company wide” program… Focus on “game changing” enabler projects Operations Sales / and Quality Logistics FOH Marketing Core Management Work Streams Content Pricing Aftermarket CCI Management Strategy R2L Reduce Reduce Talent Product/ Parts Production TCO Definition Management Enabler Complexity Complexity Work Streams Distribution Ease of Doing Readiness to Employee New Network Business Build Benefits Improvements Existing…our culture, the road to sustainable Undisputed Market Leadership.Daimler Trucks 12
  • 13. Agenda 1 1 Market Update 2 2 Foundation Laid / Next Level of OU optimization 3 3 Global Scale Realization 4 4 Best Products / Best TCO 5 5 Aftersales and Services PushDaimler Trucks 13
  • 14. Daimler drivetrains – global, integratedVertical integration is quickly evolving into optimized powertrainsolutions through fully integrated drivetrains - leveraged globallyIncreasing penetration of captive components in NAFTA Company NAFTA Daimler Trucks Volvo Trucks PACCAR InternationalEngine Axle TransmissionDaimler Trucks 14
  • 15. Best integrated and optimized powertrain Next in line: TransmissionsDaimler Trucks 15
  • 16. Agenda 1 1 Market Update 2 2 Foundation Laid / Next Level of OU optimization 3 3 Global Scale Realization 4 4 Best Products / Best TCO 5 5 Aftersales and Services PushDaimler Trucks 16
  • 17. Clear Market Leader - #1 in Heavy Duty • Proven by our products • Proven by our customers • Proven by our superior fuel efficiencyDaimler Trucks 17
  • 18. #1 in Medium Duty • Based upon broad portfolio • Based upon strong Leasing Business • Based upon better engine solution than competitors • Based upon strong Mexican production footprintDaimler Trucks 18
  • 19. #2 in Vocational Market 41,2% 36,4% Freightliner Key Vocational Market Segments40% 33,9% 29,0% Market Leader30% Refuse - #1 Sterling Utility - #120% 15,5% 24,5% 23,7% Food and Beverage - #1 22,5% Western Star Specialized Hauling - #210% Government - #2 0% 2009 2010 2011 2012Daimler Trucks 19
  • 20. #1 in Natural Gas NG Quick Facts • MD/HD Conventional Truck Market ~ 2,500 units • DTNA has delivered over 1,400 vehicles • Over 1,700 Sold • Turn-key, factory installed solutionDaimler Trucks 20
  • 21. DTNA is the NAFTA market leader because our customersexpect…TCO Lowest Total Cost of OwnershipFuel Economy Superior Fuel Economy at Every StepTechnology Leader Substantial R&D Investment yielding Innovative SolutionsService Network Vast, Experienced, Customer Focused Dealer/Distributor NetworkEmissions Solutions Full and Early Compliance with Environmental Regulations …and DTNA responds to the customer’s expectations.Daimler Trucks 21
  • 22. DD15 powered Cascadia is the fuel efficiency leader in NorthAmerica - DTNA benchmark for 2010 improved by 7% San Diego, CA Phoenix, AZ (346 mi.) Albuquerque, NM (444 mi.) Oklahoma City, OK (545 mi.) Little Rock, AR (351 mi.) Birmingham, AL (376 mi.) Gastonia, NC (361 mi.) Total: 2,400 miles• 7.64 mpg (30.8 L/100km) Cascadia Evolution model year 2013• 9.46 mpg (24.9 L/100km) Cascadia Evolution with enhancements soon to be availableDaimler Trucks 22
  • 23. Agenda 1 1 Market Update 2 2 Foundation Laid / Next Level of OU optimization 3 3 Global Scale Realization 4 4 Best Products / Best TCO 5 5 Aftersales and Services PushDaimler Trucks 23
  • 24. Continue to strengthen services and parts portfolio alonglifecycle to fully tap into high margin aftersales profit poolsDaimler Trucks 24
  • 25. Setting the record today…innovation for the record tomorrow Thank you!Daimler Trucks 25
  • 26. DisclaimerThis document contains forward-looking statements that reflect our current views about future events. The words“anticipate,” “assume,” “believe,” “estimate,” “expect,” “intend,” “may,” “plan,” “project,” “should” and similarexpressions are used to identify forward-looking statements. These statements are subject to many risks anduncertainties, including an adverse development of global economic conditions, in particular a decline of demand inour most important markets; a worsening of the sovereign-debt crisis in the eurozone; a deterioration of our fundingpossibilities on the credit and financial markets; events of force majeure including natural disasters, acts ofterrorism, political unrest, industrial accidents and their effects on our sales, purchasing, production or financialservices activities; changes in currency exchange rates; a shift in consumer preference towards smaller, lowermargin vehicles; or a possible lack of acceptance of our products or services which limits our ability to achieveprices as well as to adequately utilize our production capacities; price increases in fuel or raw materials; disruptionof production due to shortages of materials, labor strikes, or supplier insolvencies; a decline in resale prices of usedvehicles; the effective implementation of cost-reduction and efficiency-optimization measures; the business outlookof companies in which we hold a significant equity interest, most notably EADS; the successful implementation ofstrategic cooperations and joint ventures; changes in laws, regulations and government policies, particularly thoserelating to vehicle emissions, fuel economy and safety; the resolution of pending governmental investigations andthe conclusion of pending or threatened future legal proceedings; and other risks and uncertainties, some of whichwe describe under the heading “Risk Report” in Daimler’s most recent Annual Report. If any of these risks anduncertainties materialize, or if the assumptions underlying any of our forward-looking statements prove incorrect,then our actual results may be materially different from those we express or imply by such statements. We do notintend or assume any obligation to update these forward looking statements. Any forward-looking statement speaksonly as of the date on which it is made.Daimler Trucks 26

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