Jobs to be Done (JTBD)

When developing next-generation components for OEMs, I want to ensure my parts integrate seamlessly into new EV/AD/Connected vehicle architectures, so I can secure future supply contracts and maintain market relevance.

The rapid evolution of vehicle platforms from hardware-centric to software-defined creates significant technical and architectural challenges for traditional component suppliers (MD01: 3/5, MD04: 4/5), requiring new competencies and collaboration models.

When sourcing raw materials and sub-components, I want to minimize supply chain disruptions and cost fluctuations, so I can ensure stable production and competitive pricing.

The deep and interdependent nature of the automotive supply chain (MD02: 4/5, MD05: 4/5) makes it highly vulnerable to geopolitical events, material shortages, and sudden demand shifts, leading to unpredictable costs (MD03: 2/5).

When engaging with OEM R&D and procurement teams, I want to be perceived as a strategic innovation partner, not just a commodity supplier, so I can influence future vehicle designs and secure long-term contracts.

OEMs often view traditional parts manufacturers as suppliers of discrete components, making it difficult for them to shift to a value-added solution provider role in a highly competitive market with many intermediaries (MD07: 3/5, MD05: 4/5).

When allocating R&D investments, I want to be confident that my product roadmap aligns with future OEM needs and market trends, so I can mitigate the risk of market obsolescence and ensure long-term business viability.

The rapid technological shift (EV, AD, Connected) combined with a historical focus on product-centric development makes it challenging to accurately predict future demand and avoid significant investment in potentially obsolete technologies (MD01: 3/5).

When targeting the aftermarket segment, I want to create parts that are easy to install, durable, and cost-effective for repairs or upgrades, so I can capture market share and extend product lifecycle value.

While the need is clear, designing for aftermarket ease-of-repair often conflicts with OEM initial assembly requirements, and navigating diverse distribution channels (MD06: 4/5) for cost-effective delivery is complex.

When fulfilling OEM orders, I want to consistently deliver parts that meet all quality specifications and arrive on schedule, so I can maintain contractual compliance and avoid penalties.

Even with established processes, the sheer volume, complexity, and temporal synchronization constraints (MD04: 4/5) in automotive manufacturing mean that maintaining flawless execution is a continuous operational challenge.

When communicating with stakeholders (OEMs, regulators, consumers), I want to clearly demonstrate my commitment to environmental responsibility and circular economy principles, so I can enhance brand reputation and meet evolving societal expectations.

The high material and energy intensity of manufacturing, coupled with potential risks like structural toxicity (CS06: 3/5) and increasing social activism (CS03: 3/5), makes credible sustainability reporting and action challenging.

When collaborating with OEMs and software partners on integrated solutions, I want to feel secure that my intellectual property and sensitive data are protected, so I can innovate freely without fear of infringement or compromise.

The shift towards software-defined vehicles and greater data exchange increases the attack surface for cyber threats and raises complex questions about IP ownership and data sharing in multi-party, deeply intertwined ecosystems.

When manufacturing parts for global markets, I want to stay ahead of evolving safety, environmental, and software regulations, so I can avoid costly recalls and market access barriers.

The global nature of the industry and continuous evolution of regulatory frameworks, especially for new technologies (e.g., ADAS, battery safety), means constant vigilance is required, leading to high compliance costs.

When expanding into new technology areas like software and electronics, I want to be perceived as an attractive employer offering challenging work and growth opportunities, so I can successfully recruit and retain specialized engineering and technical talent.

Traditional manufacturing companies often struggle to compete for high-demand digital and software skills against tech giants, especially with demographic dependencies and workforce elasticity challenges (CS08: 3/5) prevalent in the industry.