Brazilian innovation in the global automotive value chain: Implications of the organisational decomposition of the innovation process Research Report prepared
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References ANFAVEA – Associação Nacional dos Fabricantes de Veículos Automotores (2008), Anuário da Indústria Automobilística Brasileira, ANFAVEA, São Paulo. Ariffin, N. and Bell, M., (1999), ‘Firms, politics and political economy: patterns of subsidiary-parent linkages and technological capability-building in electronics TNC subsidiaries in Malaysia’, in: Jomo, K.S., Felker, G. and Rasiah, R. (eds) Industrial Technology Development in Malaysia. Cheltenham: Routledge. p.150-190. Balcet, G. and Consoni. F. (2007), ‘Global technology and Knowledge Management: product development in Brazilian car industry’, International Journal of Automotive Technology and Management, Vol. 7, 2-3, pp. 135-152. Bell, M.; Pavitt, K. (1995) ‘The development of technological capabilities’ In: Trade, technology and international competitiveness. UI Haque, I. Bell, M.; Dahlman, C.; Lall, S. and Pavitt, K. Washington, D.C., EUA, The World Bank. P.69-101. Birkinshaw, J.; Hood, N. 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Ernst, D., 2008, 'Innovation offshoring and outsourcing: what are the implications for industrial policy?' International Journal of Technological Learning, Innovation and Development, Vol 1 No 3: 309–329 FAPESP – Fundação de Amparo à Pesquisa do Estado de São Paulo (2005), Indicadores de Ciência, Tecnologia e Inovação em São Paulo – 2004, FAPESP, São Paulo. FDC- Fundação Dom Cabral (2008), Ranking FDC das Transnacionais Brasileiras – Edição 2008, Fundação Dom Cabral, Belo Horizonte, pp. 1-16. Figueiredo, P. N. and N; Ariffin (2003), Internacionalização de Competências Tecnológicas. Implicações para estratégias governamentais e empresariais de inovação e competitividade da indústria eletrônica no Brasil, Editora Fundação Getulio Vargas. Rio de Janeiro. Freyssenet, M. and Y. Lung (2000), ‘Between globalization and regionalization: What is the future of the motor industry”, in: Humphrey, J., Lecler, Y. and Salerno, M. (eds) , Global Strategies and Local Realities: The Auto Industry in Emerging Markets, MacMillan, Basingstoke. Fuchs, M., 2005, ‘Internal networking in the globalising firm: the case of R&D allocation in German automobile component supply companies’, in: Alvstam, C and Schamp, E (eds), Linking Industries Across the World: Processes of Clobal Networking, Burlington: Ashgate, pp127- 146. Galina, R., Bulba, E. and A.Fleury (2005), ‘O processo de internacionalização de uma empresa brasileira do setor de autopeças: o caso Sabó’, Anais do XI Seminario Latino-Iberoamericano de Gestion Tecnologica, ALTEC, Salvador, outubro. Gereffi, G., Humphrey, J., Sturgeon, T. (2005) The Governance of Global Value Chains Review of International Political Economy, v. 12, n.1, Feb, p. 78 - 104 Humphrey, J., Lecler, Y. and S. Salerno (2000). Introduction. In Humphrey, J., Lecler, Y. and Salerno,M. (eds) , Global Strategies and Local Realities: The Auto Industry in Emerging Markets, MacMillan, Basingstoke. Jürgens, U., 2003, ‘Characteristics of the European automotive system: is there a distinctive European approach?, Actes du Gerpisa, Paris, Dec, vol. 35, pp 109-134. Jürgens, U (2000) Towards new product and process development networks: the case of the German car industry. In: Jürgens, U (ed) New Product development and Production Networks, Berlin, Springer Lall, S. (1992) Technological Capabilities and Industrialisation. World Development, vol. 20 (2). p.165-86. Linder, J. C.; Jarvenpaa, S. L. and Davenport, T. H.(2003). “Toward an innovation sourcing strategy”, Sloan Management Review, Summer, vol. 44, n. 4, pp. 43-49. Moavenzadeh, J. (2008) ‘The changing nature of engineering in the automotive industry’. In National Academy of Engineering (2008) The offshoring of engineering: Facts, Unkowns and Potential Implications, National Academies Press, Washington. Muffato, M., 1999, ‘Platform strategies in international new product development’, International Journal of Operations and Production Management, v.19, n.5/6. p.449-459. Nooteboom, B. (2004), Inter-firm collaboration, learning & networks – An integrated approach. London and New York, Routledge. OECD (2005) Oslo Manual – Guidelines for Collecting and Interpreting Innovation Data, OECD, Paris. Pace, A., 2003, ‘A influência da inovação tecnológica do produto na decisão de compra de caminhões pesados’, Masters dissertation, Universidade Presbiteriana Mackenzie, São Paulo, 124 p. Paterson, S.; Brock, D., 2002, ‘The development of subsidiary management research: review and theoretical analysis’, International Business Review, v. 11, pp.139-163. Pavitt, K. 2003, ‘Specialization and systems integration: Where manufacture and services still meet’, in: Prencipe, A., Davies, A. e M. Hobday. The business of systems integration, OUP: Oxford. Prencipe, A., Davies, A. e M. Hobday. The business of systems integration, OUP: Oxford. Quadros, R.; Queiroz, S.; Humphrey, J.; Consoni, F.; Costa, I. and Fonseca, R. (2000) 'Globalização e capacitação tecnológica na cadeia automotiva do Mercosul', research report for IPEA, GEMPI - Grupo de Estudos de Empresas e Inovação, DPCT/IG, Universidade de Campinas, Campinas Quadros, R, and Queiroz, S., 2001, The Implications of globalisation for the distribution of design competencies in the auto industry in Mercosur’, Actes du Gerpisa, Paris, Dec., vol. 32. p.35-45. Quadros, R., Furtado, A., Bernardes, R. and FRANCO, E., 2001, ‘Technological innovation in Brazilian industry : an assessment based on the São Paulo innovation survey.’ Technological Forecasting and Social Change, New York, v. 67, p. 203-219. Quadros, R., 2004, ‘Global quality standards and technological upgrading in the Brazilian auto-components industry’, in: SCHMITZ, Hubert. (eds). Local Enterprises in the Global Economy: Issues of Governance and Upgrading, Cheltenham: Routledge: p. 423-473. Quadros, R., Consoni, F. and Quintão, R., (2005), ‘R&D outsourcing to research institutions: a new look into R&D in the Brazilian automobile industry’, paper presented in the 13th GERPISA International Colloquium, Paris, June. Quadros, R. Consoni, F. L. Quintão, R. and Vieira, G. (2006), ‘Mapping out technological capabilities in research institutions as tool for prospecting R&D outsourcing opportunities: a methodology developed for the R&D centre of a major car assembler’, Anais do XXIV Simpósio de Gestão da Inovação Tecnológica, Gramado, outubro 2006, pp. 1-16 Quadros, R. and Consoni, F. (2009), ‘Innovation capabilities in the Brazilian automobile industry: a study of vehicle assemblers' technological strategies and policy recommendations’, International Journal of Technological Learning, Innovation and Developmet,, Vol. 2, No.1/2 pp. 53 - 75 Reddy, P., 2000, Globalization of Corporate R&D: Implications for Innovation Systems in Host Countries, Cheltenham: Routledge: London. Ruigrok, W. and van Tulder, R. (1995) The logic of international restructuring: management of dependencies in rival industrial complexes. Routledge, London. Salerno, M., Marx, R. and Zilbovicius,. M., 2003, ‘Strategies of product design, production and suppliers selection in the auto industry: final findings of a broad research in the major Brazilian assemblers’ subsidiaries, headquarters and suppliers’, in: Proceedings of the 11th Gerpisa International Colloquium, Paris, June, 24 p. Schmitz, H. and Strambach, S. (2008) “The Organisational Decomposition of the Innovation Process: What Does it Mean for the Global Distribution of Innovation Activities?”. IDS Working Paper, nº 304. Institute of development Studies, Brighton, May. Schmitz, H. and Strambach, S., 2009, 'The organisational decomposition of innovation and global distribution of innovative activities: insights and research agenda', International Journal of Technological Learning, Innovation and Development, Vol 2 No 4: 231 - 249 Sindipeças – Sindicato Nacional da Indústria de Componentes para Veículos Automotores (2008), Desempenho do Setor de Autopeças – 2008, Sindipeças, São Paulo. Stal, E., Almeida, V.M.C. and Avrichir,I., (2008), ‘Sabó Indústria e Comércio de Autopeças: Caso de ensino’RAI – revista de Administração e Inovação, São Paulo, vol. 5, nº 1, pp 126-140. UNCTAD, (2004), The impact of FDI on development: globalization of R&D by Transnational corporations and implications for developing countries, TD/B/COM.2/EM.16/2, October. UNCTAD, 2005, Transnational Corporations and the Internationalization of R&D, Geneva: United Nations Conference on Trade and Development Von Hippel, E. (2005). Democratizing Innovation, The MIT Press, Cambridge – MA Zeng, M. and Williamson, P. (2007), Dragons at your door: how Chinese cost innovation is disrupting global competition, Harvard Business School Press, Boston. * This research report should be referred as follows: Ruy Quadros (2009), ‘Brazilian innovation in the global automotive value chain: Implications of the organisational decomposition of the innovation process’, Research Report for the IDS/Marburg Project ‘The Changing Knowledge Divide in the Global Economy’, Campinas: DPCT/IG/UNICAMP. I am grateful to Rubia Quintão, who has helped me as research assistant to this project and has given significant contribution in all phases of the project. I acknowledge the many useful suggestions made by my colleagues of the research team, Hubert Schmitz, Simone Strambach, Rasmus Lema and Philipp Oswald to partial versions of this report. I also feel indebted to Martin Bell, who has enormously helped us in the analytical phase of the project. I assume entire responsibility for the shortcomings of this work. ** Associate Professor of the Science and Technology Policy Department (DPCT) at the Institute of Geosciences (IG), University of Campinas and leading researcher of the Research Group on Firms and Innovation (GEMPI). 1 The report presents the findings of field research carried out in the Brazilian automobile industry, between April 2006 and March 2008, for the IDS/University of Marburg project on The Changing Knowledge Divide in the Global Economy, henceforth, IDS/Marburg Project. 2 For instance, referring to the announced alliance between Renault and Baja, in order to develop its own version of the Tata Nano, Renault’s CEO Carlos Ghosn suggested that the future of the auto industry is in the large emerging markets and that the North Americans do not know how to make money on small cars. (Wall Street Journal, 27/01/2008). 3 O Estado de São Paulo, 19/12/07 4 ANFAVEA is the Brazilian national association of auto-vehicle manufacturers. 5 Information collected in interviews. Rick Wagoner GM global CEO reported to the press 2.000 employees involved in PD, in the closing of 2007. His expectation was this staff would mount 2.800 by the end of 2008. 6 Interview carried out with Fiat’s manager of Experimental Engineering, in Betim, state of Mianas Gerais, following a visit of Fiat do Brasil R&D facilities. 7 Idem. 8 Another example of the pessimistic view was put forward by Cassiolato et al. (2001). In the case of the automotive industry, they have based the argument in the Fiat cluster case, in the sate of Minas Gerais. They sustained that, following internationalisation of the industry, “R&D activities have almost disappeared in the cluster” and that the product development engineering staff of Fiat has substantially shrank. (Cassiolato et al., 2001, p. 9) 9 In this report, the concept of glocalisation (Ruigrok and Van Tulder 1993) is used in a rather narrow way, referring to product development policies based on the adoption of platform derivatives or eventually new platforms which are suited to the needs of emerging markets. This is in contrast to a more centralising concept of globalisation. 10 For instance, Salerno et al (2003) and Carneiro-Dias et al (2003) have also focused the passenger car segment, drawing conclusions which are similar to those presented in this section. 11 See Correio Sindical Mercosul, 5/6/2002, http://www.sindicatomercosul.com.br/index.asp. 12 José Ignacio López de Arriortúa. 13 The van Transporter was the first vehicle model to get off the assembly line of the VW Brazilian plant, in 1957. The re-named Kombi is still manufactured in Brazil, on a very old-fashioned manufacturing process. In spite of its dated concept, it is a cheap commercial vehicle and cheaply maintained, which is the clue to understand its long-term penetration in the Brazilin market. 14 The current configuration of the VW Modular Consortium, for the most recent truck line (Constellation) comprises seven modules, with respective module suppliers: 1. Suspension, axles and brakes (Arvin Meritor); 2. Chassis assembly (Maxion); 3. Wheels and tyres (Remon); 4. Body assembly (Delga plus Aethra/Karmann Ghia); 5. Engines (Powertrain Inc. – Cummins and MWM joint venture); 6. Painting (Carese) and 7. Trimming/upholstery (Siemens – VDO). 15 Salerno and colleagues surveyed 224 auto-parts producers in Brazil. 16 The term has been largely used in the field of international management (Paterson and Brock, 2002). 17 Bell and Pavitt’s classification was further adapted by Ariffin and Bell (1999) and Ariffin and Figueiredo (2003) in order to analyse technological capabilities in MNCs subsidiaries established in developing countries. 18 Sabó has been ranked 6th and Lupatech, 9th, in the “2008 index of trnsnationality” elaborated by Fundação Dom Cabral (FDC, 2008). 19 The VW Beetle was the first passenger car manufactured in Brazil. 20 There is an overlap between the two time intervals considered in patent submission, as the year 2003 is counted in both. This is why they are presented separately. 21 Only inventions made by Brazilian nationals have been considered in this special INPI tabulation, even if the patent holder is a multinational corporation.. 22 In the discussion of individual case studies, available data on R&D expenses will be presented. 23 Hercilio and Raul Randon are sons of an Italian immigrant, Abramo, who established a small forging shop in Caxias do Sul, in the 1930s. Caxias and other towns of the Serrana Region, in the state of Rio Grande do Sul, are currently the location of a dynamic cluster of Brazilian mechanic industries, specialised in automotive products and agriculture equipment. Other major Serrana firms in the business are Marco Polo (bus body manufacturer), Agrale (agriculture equipment and trucks), Guerra (truck cargo trailers) and Lupatech. 24 Another example of resource sharing is the fact that the group keeps a human resources data bank of technical and engineering competencies available in all Randon firms, which can be consulted by any R&D area of the group. 25 GM’s testing ground is the largest and most equipped in Brazil. 26 Information obtained from interview with the Axles Engineering Manager for South América. 27 The share of pure ethanol powered cars sold in Brazil increased from 0,5%, in 1979, to 27%, in 1980, to reach the peak of 76%, in 1986. 28 Cofap´s other company’s major business, the shock absorber division, was acquired by Magneti Marelli in the joint acquisition operation with Mahle. 29 Robert Bosch automotive division was and still is the largest auto parts producer in Brazil. 30 Indeed, the acquisition of Cofap rings allowed Mahle to enter this market segment as a leading producer. A similar situation occurred regarding Cofap’s shck absorber division by Mareti Marelli. This was a complementary resource for Marelli and allowed the Italian producer to enlarge its scope of activities. 31 In addition to Sabó, the group included Metal Leve and Cofap, both of them mentioned in section 4.2.3, and also Freios Varga, Braseixos and Nakata). Except for Sabó, these firms have been taken over by international suppliers. 32 Lei do Bem has introduced a scheme of fiscal incentives for R&D and innovation activities performed by business firms, which is unprecedented in the Brazilian experience of S&T policy. Depending on the features of R&D projects, the law allows firms to discount up to double the value of R&D expenditure for the estimate of due income tax. 33 This would be the “knowledge seeking” type of FDI in R&D, according to Dunning (1993). 34 See section 6 for more details. 35 According to Sindipeças, in 2008 more than 60% of the total number of auto parts suppliers in Brazil were controlled by Brazilian nationals. However, the group of firms controlled by foreign capital, mostly subsidiaries of multinational corporations, accounted for 87% of sales revenues (comprising the domestic and exports markets). The share of national suppliers in total sales of the industry dropped sharply in the past 10 years, from 52%, in 1998, to 13%, in 2008. (Sindipeçs, 2008, p.8).. 36 This was the case in most firms of the sample of Brazilian national suppliers investigated in a previous project (IDS/INEF project). Such firms were product design takers, that is, they received product drawings and specifications from their clients and provided process engineering as part of their auto-parts supply service (Quadros, 2004). 37 This was the initial experience of Arteb, Lupatech, Fra-le and Sabó, as presented in section 4. It was also the initial experience of firms like Metal Leve and Cofap, which were pioneers in terms of upgrading innovation capabilities to the advanced level. As seen in section 4, Metal Leve and the piston rings division of Cofap were eventually acquired by Mahle, whereas the shock absorber division of Cofap was acquired by the Brazilian operation of magneti Marelli. 38 For the sake of clarity, Figures 2 and 3 only deal with the interaction between OEMs and OEMs major suppliers. It is a simplification, as Jürgens (2003) suggests that the integrated engineering service firms has also a strong role in knowledge transactions. 39 In their well known and seminal book on the management of new product and process development, Clark and Wheelwright have drawn on real industrial cases to argue that technology planning and strategy and product development planning and strategy are two clearly distinctive, though integrated dimensions in the innovation process, responding to different time constraints and challenges. 40 There are also two Bosch corporate research centres in the US and two in Asia, in China and Singapore (Strambach, 2009). Interestingly, Bosch’s Brazilian subsidiary has recently created a new corporate unit for the management of technological innovation, which has largely been motivated by the search of optimization of the benefits offered by the Brazilian federal government for R&D and innovation activities (Lei do Bem). This unit has started seeking cooperation with Brazilian universities in order to establish some new projects aimed at problem solving and technological research. 41 See, for instance, Cerra et al., 2009. 42 I am grateful to Martin Bell for calling my attention to this point. 43 Most of these contracts have been funded by firms’own resources, not by government funds; firms tend not to disclose this type of information, which we could have access though information given by RGs.. Directory: files -> dmfile files -> Integer programming and game theory files -> 4 Integer Programming files -> Bpa vehicle Window Repair Scenario #1 task: Procure vehicle window relacement. 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