ford-msu alliance framework going further with ford - rfp march 31, 2015 ed krause global manager,...
TRANSCRIPT
Ford-MSU Alliance FrameworkGoing Further with Ford - RFP
March 31, 2015
Ed KrauseGlobal Manager,
External Alliances
Presentation Outline
• Ford Motor Company • Ford's Technical Priorities• Ford-MSU Alliance Framework• Proposal Development and Assessment Process• Q&A
2
Ford Motor Company Today: A Global Presence
• $146B
• 172,000 Employees
• >6M vehicles in 200 Markets
• 65 Plants
• 23 Countries
• 6 Continents
• 2 Major Brands
• Ford
• Lincoln
Ford is Evolving…
Source: 2011 Ford Annual Report
Environmentally, Socially & Economically Responsible
Our vision for the 21st century is to provide SUSTAINABLE transportation that is affordable in every sense of the word. We aim to Go Further to meet the many challenges of a rapidly changing world.
“Improved sustainable performance is not just a requirement, but a tremendous business opportunity.” - Bill Ford, Jr., Chairman
6
Leverage our global volume and scale to deliver relevant and affordable features and technologies to millions of customers around the world
“Democratization of Technology”
Drive quality Drive green Drive safe Drive smart
QualityLeadership
Environmental Leadership
SafetyLeadership
TechnologyLeadership
Research and Development
The 4 Pillars: Ford uses four pillars to guide the development of new features and technologies that can hit home runs with our customers and become industry game changers.
MyFordTouch
1.6L or 2.0LEcoBoost Engines
High Strength Steel IncreasesBody Stiffness by 10%
SYNC w/ E-CallVoice Recognition
Infotainment System
Adaptive Cruise Control
Active Park Assist
Hybrid orPlug-in Hybrid
BLISBlind Spot
InformationSystem
All NewPremiumMultiLink
RearSuspension
AcousticUnderbodyshields
Start – Stop System
2015 Fusion
Active City StopLane Keeping AssistDriver Alert SystemForward Alert
The Ford Enterprise
Why do we Work with Universities?
• No organization has sufficient internal resources for technical leadership in all areas of interest
• Companies that most effectively leverage external resources will gain competitive advantage
10
Ford-MSU• Long-standing, warm and multifaceted relationship• Very strong recruiting history, top 2• One of top recipients of Ford Fund philanthropy• Historical partner for continuing education• Mixed results historically with collaborative research…
11
Ford-MSU Research• Long-standing but erratic relationship• Biofuels, composites, powertrain, CAE, batteries, other• Fairly active URP participation• Accelerated activity beginning in 2012• Matchmaking visits in 2013• Alliance Framework signed 2014• Inclusion in alliance proposal development process 2015
12
Ford-MSU Alliance Framework
• “Alliance Framework” formalized in 2014• Umbrella intellectual property agreement, processes• 2015 will be first year eligible for "alliance“ funding process• 3 projects funded already• Projects <$100,000/yr. (x2 yr.)• Odds 25-40%,• Alliance Manager:
– Ford: Ed Krause ([email protected])– MSU: Brice Nelson ([email protected])
13
Topics of Interest
• Anything of value…• Nine (9) specific focus areas
– Mobility 2025+– Automated Driving– Vehicle connectivity– Cybersecurity– Business analytics/enterprise modeling– Vehicle light-weighting– Vehicle electrification– Powertrain fuel efficiency technologies– In-vehicle health and wellness
14
Key Topics 1,2
•Mobility 2025+: The growing number of mega-cities will require us to completely re-think personal transportation as congestion, parking and pollution increase. No one company or industry will be able to solve the mobility issue alone; therefore collaboration, communication and common global frameworks are required. The challenge is to develop new business models to determine how Ford will be relevant in these mega-cities as personal vehicles are banned or become impractical. A goal is to define what is core to Ford, where to partner/collaborate and what elements do not make sense to engage in from a business perspective. Development of new business models, new vehicle concepts and technologies required to deliver the vision are desired
•Automated Driving: Among all major car companies, Ford Motor Company has partnered most significantly with universities on automated driving technologies. This is a highly multifaceted topic including: controls, sensing, sensor fusion, algorithm development, policy etc. Collaborative work in all aspects of autonomous driving is desired.
15
Key Topics 3,4,5
•Vehicle connectivity: Vehicles are rapidly becoming network nodes and will receive safety and entertainment related information from personal devices, the Internet, infrastructure and other vehicles. Enhancing any type of useful connectivity is desired.
•Cybersecurity: As vehicles become increasingly computerized and interconnected they become nodes in the “internet of things", with all of the attendant Cybersecurity risks. Given the nature of automobiles and the primacy of safety among Ford's priorities, Cybersecurity in the automotive context is an area of high priority.
•Business analytics/enterprise modeling: Applying mathematical modeling and operations research techniques to improve business processes can generate great benefit to the Company in the areas of big data, supply chain, logistics, order fulfillment, product portfolio planning, option content bundling, contract negotiation, and electronic markets among others. Improved methods or new applications for enterprise modeling are desired.
16
Key Topics 6,7
•Vehicle light-weighting: Currently legislated fuel economy standards can no longer be met effectively solely through employing more efficient engine and transmission technologies. Substantial material substitution throughout the vehicle will be necessary to create sufficiently light weight structures. Advances in cost-effective lightweight materials and/or structures suitable for high volume production are desired.
•Vehicle electrification: The electrification of vehicle propulsion systems will constitute a growing segment of the market. Improvements in the efficiency of fuel cells, electric drivetrains including batteries, motors, controls, etc. are desired.
17
Key Topics 8,9
•Powertrain fuel efficiency technologies: the internal combustion engine has proven to be the most cost-effective powertrain solution over the last century and will remain the mainstay propulsion system for decades. There are substantial additional efficiencies that can yet be captured utilizing emerging technologies. Modest increases in IC engine efficiency applied in high volume can actually result in more fuel savings and fewer emissions than "dark green" low-volume solutions. Further improvement to IC engines efficiency is desired.
•In-vehicle health and wellness: There has been a substantial increase in overall interest in health and wellness and this trend is expected to accelerate strongly as the baby boom demographic ages, though the trend is not limited to that demographic cohort. Consumer perceptions of driving have also changed as people spend more unpleasant time on congested roads. The ability to improve the well-being, stress state, and satisfaction of the driver and passengers during the in-vehicle experience is desired.
18
Process
• You have an idea – reach out to Ford counterpart
• “But I don’t know my Ford counterpart…”– Brice Nelson ([email protected])– Ed Krause ([email protected])
• Ford PI requests proposal form• MSU and Ford PIs collaboratively develop
proposal• Ford PI sends draft to Ed Krause• Iteration to finalized proposals
19
Alliance Proposal Timeline
• Request for Proposals – Apr 1
• First draft proposal – June 8
• Iterated final proposal – Aug 17
• Assessment process – Sep - Oct
• Portfolio unofficially approved – Nov-Dec
• Officially approved, payment – 1Q2016
20
Alliance Assessment & Selection Process
21
Krause - during proposal development
Alliance Operating Committee, subject matter
experts, MIC interviews
Director/Henry Ford Technical Fellow OCMs
Director/HFTF meeting
VP, R&A meeting
Questions ?
23
Ford-MSU Alliance FrameworkGoing Further with Ford - RFP
March 31, 2015
Ed KrauseGlobal Manager,
External Alliances