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1、KPMG Industrial Manufacturing and Automotive CEO OutlookKPMG.Make the Difference.KPMG I business landscape is fast-moving and unpredictable,characterized by geopolitical tensions,regional conflicts,stuttering economic conditions,and rapid technological change.Its a potent mix of factors that may kee

2、p any CEO up at night.Despite this,the KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook,based on the views of 240 leaders in the sectors,finds that CEOs are generally optimistic,with their eyes turning toward a growth agenda.Why is this?Its partly because the events of the last few year

3、s,including the pandemic and significant spikes in interest rates,inflation and costs,have hardened boardrooms to change and challenge:agility,resilience and determination have long been the order of the day.It is also because industrial products continue to be a core sector in any economy,with infr

4、astructure and industrial assets key to productivity and GDP.While trading conditions may be challenging,demand for industrial products has continued apace.Further,the industry is at the center of an exciting convergence as technology becomes more integrated into industrials,and as new forms of ener

5、gy are integrated into processes as part of the energy transition.Automotive CEO Outlook is on the cusp of one of the biggest transformations in its history as EVs begin to hit scale and greater degrees of autonomy are also embedded bringing huge opportunity to those OEMs that get their proposition

6、right.As our report explores,new technology including traditional and generative AI holds enormous potential,that could be integrated into Industry 4.0 approaches.Automotive CEO Outlook in particular is in the very vanguard of embracing AI,both for integration into vehicles to transform the customer

7、 experience,and for smarter and more automated production processes.Alongside this,there is the ESG agenda which is similarly evolving at pace and becoming ever more critical for organizations to embrace.Here,a major challenge is achieving decarbonization across the supply chain support for supplier

8、s to help them in the journey,increased collaboration,and a greater focus on circularity could all be key to unlocking progress.Industrial manufacturing and automotive are dynamic,evolving industries.They make a significant contribution to national economies.They often sit at the heart of local comm

9、unities,providing employment opportunities in an exciting and varied place to work.For all these reasons,despite the many pressure points,there is a bold future ahead.CEOs are aware of the hurdles they must negotiate but they are also confident about the opportunities in front of them.Global Head of

10、 Industrial Manufacturing KPMG InternationalGlobal Head of Automotive KPMG InternationalJonathon GillDr.Andreas RiesExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can h

11、elpForewordKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook2 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Executive summaryDespite a challenging backdrop,Industrial Manufacturing and

12、 Automotive CEOs are confident about driving growth in their businesses and see many opportunities ahead.Growth is likely to be fuelled both organically as organizations expand,and inorganically with an appetite for mergers and acquisitions as well as partnerships and joint ventures(JVs).Such deals

13、and tie-ups can play an important role in helping organizations adopt new technological capabilities and diversify their supply chains.CEOs in the sectors also see the exciting potential of new technologies such as artificial intelligence(AI)to be embedded deeper into their businesses creating smart

14、er manufacturing processes,increasing productivity,and driving up efficiency.They are very cognizant of the risks that need to be managed,particularly around generative AI,including security,data privacy and protection with strong governance processes needed,and an upskilling of staff to be confiden

15、t and able to utilize new tools.Other risks are top of mind,too.Supply chains feature as priority area,with CEOs recognizing the need to strengthen visibility across value chains to bolster resilience and reliability.Supply chains are a key aspect of another strategic priority the ESG and decarboniz

16、ation agenda.Decarbonizing the end-to-end supply chain is seen as the chief challenge on the path to net zero.Nevertheless,CEOs are committed to the ESG journey,with a significant proportion saying that ESG considerations are informing their capital allocation strategy.CEOs are prepared to take a pu

17、blic stand on issues that matter and recognize the importance of engaging with communities and stakeholders.People are high on the agenda too,with CEOs alive to the importance of supporting staff for the AI revolution and equipping them with the skills they need.They remain committed to driving dive

18、rsity and inclusion although acknowledging that there is more to be done as they strive to create workplaces where all talent can join and thrive.In a world of economic uncertainty,geopolitical tensions and disruptive change,there are plenty of challenges to be negotiated but CEOs in industrial manu

19、facturing and automotive are confident about navigating their path and building a successful future.ForewordKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpExecutive summaryKPMG

20、2024 Industrial Manufacturing and Automotive CEO Outlook3 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Key findingsIndustrial manufacturing(IM)and Automotive CEOs see through global turbulence by

21、 betting big on AIof Automotive CEOs andof IM CEOs think earnings will be over 5%of CEOs shared that within three years time they predict a full return to officeThe number one concern for Automotive CEOs(30%)is the number of employees retiring coupled with a lack of skilled workers to replace them w

22、hile for IM CEOs the number one concern is the knowledge transfer between employees(33%).Technology and AITalentESGConfidence is upof respondents are confident in the growth prospects of the global economy74%70%of Automotive and IM CEOs believe that generative AI will not fundamentally impact the nu

23、mber of jobs but will require upskilling and existing resources to be redeployedMore than31%24%95%Top 3 challenging aspects of AI implementation94%82%IM CEOsAuto CEOsEthical challenges 78%Auto CEOs84%IM CEOsLack of regulation Auto CEOs83%of IM CEOS,while onlyof automotive CEOs identify competitors g

24、aining an edge as the principal downside of failing to meet stakeholder expectations in relation to ESG.of CEOs identify threat to their continued tenure as the principal downside of failing to meet stakeholder expectations in relation to ESG.of Auto CEOS,say that their greatest barrier to achieving

25、 net zero is the complexity of decarbonizing supply chains74%30%33%38%IM CEOs82%andandandTechnical skills and capabilities ForewordExecutive summaryNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG ca

26、n helpKey findingsKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook4 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Navigating shifts in the global boardroom 1 Percentages given reflect

27、 the combined scores of both Industrial Manufacturing and Automotive CEOs,unless otherwise statedGeopolitical complexitiesEconomic uncertaintyThe growth prospects orchallenges of your organizationThe race to embrace and embedgenerative Al and other technologiesCompetition for talentChanging working

28、patterns includingthe long-term impacts of hybrid workingGrowing protectionist attitudes insome markets43%48%61%44%38%26%17%8%13%18%58%74%40%31%0%10%20%30%40%50%60%70%Global Automotive(n=120)Global Industrial Manufacturing(n=120)As industrial manufacturing and automotive CEOs look to drive growth in

29、 their businesses,they are mindful of many headwinds that could blow them off course.Economic uncertainty is the predominant concern,cited by two thirds of industrial manufacturing and automotive CEOs,1 while the race to embed generative AI and other technologies(53 percent)and geopolitical complexi

30、ties(45 percent)are also top of mind.The significance of economic and geopolitical factors is not hard to see.Healthy economies result in increased demand for industrial products and automotives,while geopolitical factors have supply chain impacts that also dictate changes in cross-border costs,taxe

31、s and levies(such as on EVs).It is interesting that new technology such as AI is viewed as both an opportunity and a challenge.In particular,Gen AI has become a major investment priority especially for automotive CEOs but ethical considerations(58 percent),a lack of regulation(55 percent),costs(50 p

32、ercent)and technical capabilities(46 percent)are seen as hurdles to overcome.Top of mind challengesSource:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsEconomic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can hel

33、pNavigating shifts in.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook5 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Amidst so many moving parts,CEOs are not taking a passive stance-

34、two thirds have already adopted and then adapted their strategy to deal with the challenges at hand.Organic growth and M&A are both on the agenda.However,more automotive CEOs see M&A as a strategically important growth lever for the next three years(29 percent),while for industrial manufacturing ino

35、rganic growth is a little more prominent(31 percent).In both cases,strategic alliances are not far behind.The signs are that there could be plenty of deals taking place over the coming years,helping organizations adopt new technological capabilities and diversify their supply chain,both important me

36、chanisms for staying resilient and responsive in the constantly evolving landscape.Strategies for achieving growth objectives over the next three yearsSource:KPMG 2024 CEO OutlookM&AOrganic growthJoint ventureGenerative AIOutsourcingStategic alliances with third partiesGlobal Automotive(n=120)18%8%2

37、1%29%8%17%Global Industrial Manufacturing(n=120)7%14%9%21%18%31%ForewordExecutive summaryKey findingsEconomic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpNavigating shifts in.KPMG 2024 Industrial Manufacturing and Au

38、tomotive CEO Outlook6 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.I expect to see consolidation and deals in the automotive industry over the coming years,because of some overcapacity in the mar

39、ket but also because original equipment manufacturers(OEMs)need to acquire new capabilities in areas such as micro chips and batteries for EVs.This is likely to spawn growing numbers of partnerships and JVs as well as outright acquisitions.It will be a highly active market with considerable degrees

40、of change.”Dr.Andreas Ries Global Head of Automotive,KPMG InternationalOptimism tinged with caution sums up the mood amongst industrial manufacturing and automotive CEOs as we enter the latter stages of 2024.Economic conditions have stabilized and costs have reduced:sustained earnings growth is in C

41、EOs sights.Arguably the biggest concern right now is conflict in the Middle East.How that plays out including impacts on oil and energy prices could have a significant bearing on future trading conditions.”Jonathon Gill Global Head of Industrial Manufacturing,KPMG InternationalForewordExecutive summ

42、aryKey findingsEconomic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpNavigating shifts in.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook7 2024 Copyright owned by one or more of the KPMG International en

43、tities.KPMG International entities provide no services to clients.All rights reserved.Industrial manufacturing and automotive CEOs report high levels of confidence in their companies growth prospects 77 percent being confident,nudging up 2 percentage points compared to the findings of our 2023 repor

44、t.They are similarly optimistic about the outlook for their industry,with 80 percent seeing good growth prospects.This may have been helped by the general stabilization of interest rates in major economies,and indeed some reductions in key markets.Inflation has also dropped,and input costs are on a

45、downward trajectory.As a result,CEOs are expecting earnings growth over the next three years.The highest proportion(39 percent)are putting this at up to 2.49 percent,but nearly three in ten are expecting growth between 2.50-4.99 percent and nearly a quarter are more bullish,anticipating growth of be

46、tween 5 and 10 percent.Overall,automotive CEOs tend to be slightly more upbeat over their growth prospects than their industrial manufacturing counterparts.Economic outlook and business confidenceMacroeconomics scenario and impactVery confident28%31%31%19%25%31%16%15%ConfidentNeutralNot very confide

47、nt0%20%40%60%80%100%Global AutomotiveGrowth prospectsfor your companyGrowth prospectsfor your industryGrowth prospectsfor your countryGrowth prospects forthe global economyGlobal AutomotiveGlobal AutomotiveGlobal AutomotiveGlobal IndustrialManufacturing Global IndustrialManufacturing Global Industri

48、alManufacturing Global IndustrialManufacturing 53%42%51%59%61%43%59%58%19%27%1%18%19%3%13%2%28%2%23%2%24%3%Source:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow

49、KPMG can helpEconomic outlook.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook8 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Alongside M&A to drive growth by vertically integrating b

50、usinesses(with 45 percent of CEOs describing their deals appetite as high),a strong employee value proposition to attract and retain key talent,and advancing digitization and connectivity across the business,are also seen as key levers.For industrial manufacturing CEOs,execution of ESG initiatives i

51、s another strong lever,while for automotive Gen AI(and the required upskilling of the workforce)is a key focus.Strategies to achieve growth objectivesGlobal Automotive(n=120)Global Industrial Manufacturing(n=120)0%5%10%15%20%25%30%35%M&A29%18%Organic growth18%31%Joint venture8%7%Strategic alliances

52、with third parties21%21%Outsourcing8%14%Generative AI17%9%The view from the boardroom is relatively upbeat,with hopes that the global economy may have turned a corner.Much still depends on various external outcomes such as the conflicts in the Middle East and Ukraine.However,demand for industrial pr

53、oducts,and automotives,is only likely to increase whatever happens there is a lot of opportunity in the market.We may see increasing levels of M&A as organizations position themselves strategically for the future.”Tammy Brown National Industry Leader Industrial Markets KPMG in CanadaSource:KPMG 2024

54、 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpEconomic outlook.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook9 2024 Copyright owned by one or

55、 more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The risks to this growth are also very clear in CEOs minds:supply chain dominates the risk list,(overall,34 percent highlight it),followed by political uncertainty(16 percent)and o

56、perational risk(15 percent).Given the key operational importance of supply chains,it is unsurprising to see it so clearly at the head of the watchlist,and this is particularly the case in industrial manufacturing where over 40 percent of CEOs cite it as their top risk.Factors such as a lack of real-

57、time insights and coordination,complex networks,production vulnerability,the impact of new technologies including the transition to EVs,and cybersecurity threats,all combine to make supply chain a dominant factor in organizations success.One development we are seeing is that industrial and automotiv

58、e businesses are localizing their supply chains and making them shorter where they can,procuring materials within country and selling more locally too.Amongst multi-national businesses with operations in China,it is known as the China for China approach.”Norbert Meyring Industrial Manufacturing Lead

59、er KPMG in China0%10%20%30%40%50%Economic decoupling between countriesand the resulting pricing pressuresSupply chain riskOperational riskPolitical UncertaintyEmerging/disruptive technology riskEnvironmental/climate change riskRegulatory riskReputational/brand riskInterest rate riskTalent riskCyber

60、security riskGlobal Automotive(n=120)Global Industrial Manufacturing(n=120)23%44%17%14%15%17%8%10%8%3%8%5%8%1%8%3%4%2%3%0%1%2%Threats to organizations growth over the next three years.Source:KPMG 2024 CEO OutlookPolitical uncertainty is another key factor,linking to trade regulation and regulatory d

61、emands which similarly rank as prominent concerns for CEOs.Negotiating the changing sea of rules,restrictions and additional levies as many countries take a more protectionist stance requires constant vigilance and agility.ForewordExecutive summaryKey findingsNavigating shifts in.Accelerating innova

62、tion.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpEconomic outlook.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook10 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services

63、 to clients.All rights reserved.The economic picture may be shadowed by uncertainty but industrial manufacturing and automotive CEOs are sure that embracing innovative technologies including AI,and embedding them deeper into manufacturing and assembly processes which are already transforming as Indu

64、stry 4.0 takes hold is a path towards future growth and productivity.Indeed,we see an interesting shift when comparing this years survey results to 2023,with a higher proportion of CEOs saying they are placing more capital investment in technology and fewer prioritizing investment in workforce skill

65、s and capabilities.This is especially the case for industrial manufacturing,with the balance more equal in automotive.Overall,the balance between the two sides of the technology/skills investment equation is 58-42 percent,compared to 55-45 percent in 2023.It will be interesting to see whether this i

66、s a trend that continues in future years.Accelerating innovation and navigating generative AIStrongly agreeAgreeDisagreeNeither agree nor disagreeStrongly disagreeGlobal Automotive(n=120)53%28%3%10%7%Global Industrial Manufacturing(n=120)68%6%16%7%4%Generative AI is a top investment prioritySource:K

67、PMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook11 2024 Copyright owned

68、by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Nevertheless,there is no doubt that CEOs realize AI can only have a full impact if staff are confident and enabled to use it.Investment in upskilling is therefore a key ar

69、ea as this is essential for unlocking the increased efficiency and productivity that CEOs anticipate being the biggest benefit of adopting new technologies like Gen AI.Gen AI has certainly captured widespread boardroom attention across industries and sectors and within industrial manufacturing and a

70、utomotive,it is a top investment priority for 37 percent of CEOs.However,this is an area where we see some divergence between the two sectors,with Gen AI being a much bigger priority investment area for automotive CEOs(63 percent)than in industrial manufacturing where the majority(68 percent)are neu

71、tral.In automotive,implementing Gen AI also stands out as an operational priority to help achieve growth objectives over the next three years,much more so than in industrial manufacturing.However,CEOs are entering into this with their eyes open and not expecting immediate returns the great majority(

72、65 percent)only expect to see ROI from Gen AI in a 3-5 year timeframe.They are also very cognizant of the challenges and barriers involved with Gen AI such as ethics,regulation and costs,as referenced earlier.Two thirds of CEOs feel that regulation needs to move quickly to provide clarity,as a slow

73、pace of regulatory progress will be a barrier to their organizations success.An even bigger proportion(73 percent)believe that the degree of AI regulation should be proportionate,mirroring that for climate commitments.Impact of generative AI0%5%10%15%20%30%Increased efficiency and productivity(throu

74、ghautomating routine operations)Increased diversity of skills and capabilitiesIncreased profitabilityUpskilling the workforce for future readinessNew product and market growth opportunitiesIncreased innovationPersonalized services/customer engagementFraud detection and cyber attack responseFaster da

75、ta analysisJob creation0%3%3%7%27%7%11%7%13%24%0%3%4%8%9%10%16%16%17%18%Global Automotive(n=120)Global Industrial Manufacturing(n=120)Source:KPMG 2024 CEO OutlookWhile in some respects CEOs feel that their organization is primed for AI adoption,in other ways there is much more to do.On the positive

76、side,76 percent of CEOs agree that leadership has a clear view on how Gen AI will disrupt business models and create opportunities and 77 percent are clear on how it can help them create competitive advantage.However,only 60 percent say they have robust governance frameworks in place,only 41 percent

77、 are confident that their staff have the right skills,and only four in ten say they have their data ready to integrate Gen AI safely and effectively.ForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the auth

78、orsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook12 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Challenges in implementing generative AI1%

79、2%1%1%1%2%0%20%40%60%80%100%Global Industrial ManufacturingGlobal AutomotiveEthical challengesGlobal Industrial ManufacturingGlobal AutomotiveSecurity and complianceGlobal Industrial ManufacturingGlobal AutomotiveAdoption amongst employeesGlobal Industrial ManufacturingGlobal AutomotiveTechnical cap

80、ability and skillsto implement AIGlobal Industrial ManufacturingGlobal AutomotiveCost of implementationGlobal Industrial ManufacturingGlobal AutomotiveTime of implementationGlobal Industrial ManufacturingGlobal AutomotiveJob redundancyGlobal Industrial ManufacturingGlobal AutomotiveA lack of regulat

81、ion withinthe spaceGlobal Industrial ManufacturingGlobal AutomotiveThe spread of misinformationGlobal Industrial ManufacturingGlobal AutomotiveEnvironmental sustainability18%5%31%35%19%20%18%17%24%23%28%20%18%21%21%15%24%13%3%3%19%8%30%14%43%28%21%16%26%8%32%6%34%1%35%12%35%10%38%14%39%8%23%6%35%4%3

82、1%3%2%30%43%11%48%8%35%10%33%7%37%6%42%7%38%23%32%32%43%43%36%37%24%29%43%40%49%47%24%28%30%45%38%41%Not at all challengingSlightly challengingSomewhat challengingMostly challengingVery challenging1%1%1%Source:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic ou

83、tlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook13 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no

84、services to clients.All rights reserved.Could it be time to appoint a Chief AI Officer to help spearhead efforts?The highest proportion of CEOs(60 percent)flag the IT function as the biggest area in their businesses for Gen AI adoption,but sales&marketing is not far behind(57 percent)while manufactu

85、ring is a key area for automotive specifically(50 percent),and research&development is seen as another domain ripe for its use(40 percent)suggesting a wide range of potential use cases across the enterprise.Given all of these moving parts,a sound model for AI adoption based on trust,ethics and gover

86、nance is essential,as set out in KPMGs Trusted AI framework.Investing in generative AI within the organizationNew technology including AI and Gen AI has huge and exciting potential for automotive which is why it emerges as such a strategic priority.It is not only that it can be used for smarter prod

87、uction processes,better analytics and predictive maintenance the technologies emerging can revolutionize the relationship between the OEM and end customer.There is a huge opportunity to initiate greater dialogue with customers,creating new business models and income streams.”Dr.Andreas Ries Global H

88、ead of Automotive KPMG International22%29%23%50%50%30%40%49%70%58%56%22%13%28%29%10%8%6%4%3%Risk managementLegal and complianceHuman resourcesStrategyResearch and developmentManufacturingFinance and accountingEngineeringInformation technologySales and marketingGlobal Automotive(n=120)Global Industri

89、al Manufacturing(n=120)0%10%20%30%40%50%60%70%80%Source:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufac

90、turing and Automotive CEO Outlook14 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Industrial Manufacturing was early to the game with respect to AI.It has been in the DNA of manufacturers for some

91、 time.Whats different now is the surge in advancements in the application of AI.And this is coming at a time when concurrently,manufacturers are grappling with economic uncertainty,talent shortages,cybersecurity threats,and supply chain pressure.Leaders must navigate all these complexities to help u

92、nlock the true value of their investments and drive transformative growth.”Claudia Saran Industrial Manufacturing Leader,KPMG in the USTo really optimize the use of AI and new technology,industrial manufacturers need to combine what they do best(manufacture physical products)with what digital does b

93、est(collect real-time data and embed AI)to differentiate their products and gain a new competitive advantage.It will not be enough to add digital functionality to analog machines a complete reimagination is needed.”Carmelo Mariano Industrial Manufacturing Leader,KPMG in ItalyForewordExecutive summar

94、yKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook15 2024 Copyright owned by one or more of the KPMG International ent

95、ities.KPMG International entities provide no services to clients.All rights reserved.Managing cyber risk Cybersecurity is a continuing priority for all organizations,and in industrial manufacturing and automotive where cyber incidents can stop production and bring supply chains to a halt,it is a key

96、 feature of operations.This year,we find that CEOs confidence that they are well-prepared for cyberattacks has nudged slightly up 55 percent being confident,compared to 51 percent in 2023.The proportion of those saying they are unprepared has also dropped considerably,from 28 percent to just 8 perce

97、nt now.However,CEOs are mindful that new dynamics are entering the cyber sphere not least Gen AI,which could itself be used by bad actors as a potent vector for attacks.Fifty-six percent of CEOs say they are confident that their organizations cybersecurity can keep up with Gen AI advancements but a

98、telling 40 percent are neutral on the point.However,encouragingly,a big majority(75 percent)say they are increasing their cybersecurity investment to protect their operations and intellectual property from AI.The stage is set for a continuing,rapid evolution of the cybersecurity domain as it increas

99、ingly draws on and defends against AI-powered capabilities and techniques.Preparedness for a cyber attackVery well-preparedWell-preparedNeither under-prepared nor well-preparedUnder-preparedHighly under-prepared2%3%46%51%45%38%7%8%1%1%Global Automotive(n=120)Global Industrial Manufacturing(n=120)0%1

100、0%20%30%40%50%60%Source:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outloo

101、k16 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Cyber security and Gen AI advancements15%Strongly agreeAgreeNeither agree nor disagreeDisagreeGlobal IndustrialManufacturingGlobal AutomotiveGloba

102、l IndustrialManufacturingGlobal AutomotiveGlobal IndustrialManufacturingGlobal AutomotiveGlobal IndustrialManufacturingGlobal AutomotiveI am confident our organizationscybersecurity can keep up withrapid AI advancementsI am confident our organizationcan access suitable cybersecuritytalent and soluti

103、ons to defendagainst AI threatsOur organization is increasinginvestment in cybersecurity toprotect our operations andintellectual property from AI threatsBuilding a cybersecurity-focusedculture is central to how weintegrate AI in our organization0%20%40%60%80%100%6%8%34%20%19%12%13%16%64%19%58%27%68

104、%51%28%41%47%17%32%49%38%49%42%2%5%3%5%3%5%3%1%The cyber threat is constantly evolving,and AI tools and techniques are becoming widely available to attackers.For that reason,cyber defences must be agile and adaptable too playbook approaches will no longer be fit for purpose.Industrial organizations

105、may be attractive targets to some attackers given all the data they sit on and the critical role they play in national economies.Continued vigilance and investment are essential.”Jonathon Gill,Global Head of Industrial Manufacturing,KPMG InternationalSource:KPMG 2024 CEO OutlookForewordExecutive sum

106、maryKey findingsNavigating shifts in.Economic outlook.Future landscape.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpAccelerating innovation.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook17 2024 Copyright owned by one or more of the KPMG International

107、entities.KPMG International entities provide no services to clients.All rights reserved.No business can afford to neglect the ESG agenda and for industrial businesses,with their heavy energy and resource consumption,maintaining strong stakeholder and community relations through a manifest commitment

108、 to environmental and social good is critically important.This years survey shows that building trust is seen as a key priority.Three-quarters of industrial manufacturing and automotive CEOs believe that engaging with communities is important.The same proportion also say they would be willing to div

109、est a profitable part of the business that was damaging the organizations reputation.Over eight in ten say theyre willing to take a public stand on issues on behalf of their organization even if they conflict with their personal beliefs.However,ESG rather like technology and AI is fast-moving arena.

110、Six in ten CEOs say that stakeholder expectations around ESG change more quickly than they can adapt their strategy.In response,CEOs are demonstrating agility with 67 percent saying they have changed their communication strategies around ESG.Despite the increasing number of reporting requirements em

111、erging around ESG,75 percent of CEOs believe that their organization has the capability and capacity required to meet reporting standards although over a fifth are neutral on the question.Future landscape of ESG strategies Confidence on ESG capabilitiesStrongly agreeAgreeNeither agree nor disagreeDi

112、sagreeStrongly disagreeGloba IndustrialManufacturing0%20%40%60%80%100%Global AutomotiveGloba IndustrialManufacturingGlobal AutomotiveGloba IndustrialManufacturingGlobal AutomotiveGloba IndustrialManufacturingGlobal AutomotiveGloba IndustrialManufacturingGlobal AutomotiveAs confidence and trust in go

113、vernmentsdecline,the public is looking to businessto fill the void on societal challenges,such as inclusion,diversity,equity,climate change or social justiceWe have the capability and capacityrequired to meet new reportingstandardsWe have fully embedded ESG intoour business as a means tovalue creati

114、onOur stakeholders expectations withregard to ESG change faster thanwe are able to adapt Our strategyWe are confident we can meet ourNet Zero goals by 203011%47%34%37%41%1%17%25%47%26%28%53%16%28%38%30%20%45%29%7%57%31%5%51%39%5%3%3%6%6%4%3%3%1%8%5%11%40%26%20%9%42%27%19%Source:KPMG 2024 CEO Outlook

115、ForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpFuture landscape.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook18 2024 Copyright owned by one or more of th

116、e KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.CEOs believe that the key benefits of a mature ESG strategy are improved customer relations and positive brand association(31 percent),while nearly a quarter say that it will help inform thei

117、r capital allocation approach including M&A and alliances.On that front,KPMGs Global ESG Due Diligence+study recently highlighted the increasing priority given to ESG due diligence in deal-making.Impact of ESG strategy0%5%10%15%20%25%30%35%Building customer relationships andpositive brand associatio

118、nShaping our capital allocation,partnerships,alliances and M&A strategyAttracting the next generation of talentStrengthening employee engagement andemployee value propositionDriving financial performanceDriving total shareholder return32%27%15%12%10%5%9%10%11%21%19%30%Global Automotive(n=120)Global

119、Industrial Manufacturing(n=120)Supply chain decarbonization is a major challenge in reaching net zero for both industrial manufacturing and automotive.But automotive businesses invested heavily in stabilizing and strengthening their supply chains in the wake of disruptions during and after the pande

120、mic this may have given them more confidence and visibility.For many industrial manufacturing businesses,their chains are more dispersed and fragmented.”Dr.Andreas Ries Global Head of Automotive KPMG InternationalSource:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.E

121、conomic outlook.Accelerating innovation.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpFuture landscape.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook19 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities p

122、rovide no services to clients.All rights reserved.Nevertheless and again like technology and AI CEOs believe that return on investment will take a little time to start coming through,with nearly half(48 percent)anticipating a 35 year timescale.Reaching net zero is a critical element in the decarboni

123、zation agenda and by far the biggest barrier to achieving it,according to CEOs,is decarbonizing the supply chain(56 percent).Just as supply chain was a top risk for industrial manufacturing CEOs specifically,so it stands out as by far the biggest barrier for them to achieving net zero(cited by 74 pe

124、rcent of CEOs).This is much higher than for automotive CEOs(38 percent),albeit supply chain is the biggest barrier in automotive too.Supply chain decarbonization dwarfs the next biggest perceived challenge,which is a lack of skills and expertise to implement solutions(16 percent).Without doubt,achie

125、ving decarbonization across the end-to-end value chain is a significant challenge,more so given the long,complex and cross-border nature of many industrial supply chains.Achieving it will likely be the result of concerted,incremental progress over time,supporting suppliers in the journey to more sus

126、tainable ways of working,rather than a flick the switch instant transformation.Barriers to achieving net zero or similar ambitionsLack of appropriate technology solutionsThe cost of decarbonizationLack of skills and expertise toimplement solutionsGlobal Automotive(n=120)Complexity of decarbonizingLa

127、ck of internal governance/controlsto operationalize it Active ownership from shareholdersand wider stakeholder groupsIncreasing but inconsistentGlobal Industrial Manufacturing(n=120)15%3%8%3%15%17%38%74%8%2%5%1%1%11%0%10%20%30%40%50%60%70%80%Source:KPMG 2024 CEO OutlookForewordExecutive summaryKey f

128、indingsNavigating shifts in.Economic outlook.Accelerating innovation.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpFuture landscape.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook20 2024 Copyright owned by one or more of the KPMG International entities.

129、KPMG International entities provide no services to clients.All rights reserved.0%20%40%60%80%100%12010%13%22%13%58%28%55%21%61%18%58%28%5%8%3%3%Very willingWillingNeutralSomewhat unwillingGlobal IndustrialManufacturingGlobal AutomotiveGlobal IndustrialManufacturingGlobal AutomotiveDivest a profitabl

130、e part of the business that wasdamaging our reputationTake a stand on a politically or socially contentiousissue,even if the Board was concerned about therisks of taking a public stanceThe fact that so many CEOs are willing to take a public stand on contentious issues is striking and very encouragin

131、g.With public trust in authority falling(as monitored in the Edelman Trust Barometer),business leaders need to step up and fill any vacuum.There is a great opportunity for industrial CEOs who take a stand and tackle the challenges around them with hope and courage.”Serjoscha Keck Head of Industrial

132、Manufacturing,KPMG in GermanyCEOs demonstrating personal integritySource:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Evolving workforce.The way forwardMethodologyAbout the authorsHow KPMG can helpFuture landscape.KPMG 2024 I

133、ndustrial Manufacturing and Automotive CEO Outlook21 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.People are key to almost any business and the industrial manufacturing and automotive sectors are

134、 reliant on a whole variety of human skills from manufacturing operations right through to digital back-office capabilities.Despite the advent of AI and advanced technology,74 percent of CEOs believe this wont impact the overall number of jobs,even if it does bring with it an upskilling need and the

135、 redeployment of some existing resources.One viewpoint that CEOs are united in is that in-office working,with its potential for collaboration and face-to-face teamwork,is the model for the future.In fact,95 percent of industrial manufacturing and automotive CEOs give it their backing.This is broadly

136、 in line with CEO sentiment across industries.Evolving workforce dynamicsImpact of Gen AI on jobsWorking environment for corporate employeesGlobal Automotive(n=120)73%28%28%Global Industrial Manufacturing(n=120)76%24%It will not fundamentally impact the number of jobs but will require upskilling and

137、 existing resources to be redeployedIt will create more jobs than it eliminatesGlobal Automotive(n=120)3%2%96%Global Industrial Manufacturing(n=120)Fully remoteHybridIn-officeNot applicable93%7%Source:KPMG 2024 CEO OutlookSource:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating sh

138、ifts in.Economic outlook.Accelerating innovation.Future landscape.The way forwardMethodologyAbout the authorsHow KPMG can helpEvolving workforce.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook22 2024 Copyright owned by one or more of the KPMG International entities.KPMG International e

139、ntities provide no services to clients.All rights reserved.With talent high on the agenda,CEOs recognize that generational issues could be brewing that require their attention,with this perception being more marked amongst industrial manufacturing CEOs compared to automotive.There is a risk of strug

140、gling to replace retirees who have built up years of knowledge and experience if Millennials and the new generation arent attracted to the industrial manufacturing environment.CEOs recognize the importance of their response to social issues as levers to keep younger staff motivated,engaged and on bo

141、ard.Diversity and social mobility are high on the agenda but 55 percent agree progress is too slow.Businesses need to make headway here,as two-thirds of CEOs also expect scrutiny of organizations diversity performance to continue to increase.Important areas for attention both receiving the backing o

142、f more than 80 percent of CEOs are to increase gender equity in the C-suite which they believe will help the organization meet growth ambitions,and to drive greater social mobility.However,it is not simply a question of increasing diversity it must be about increasing a sense of inclusion too as thi

143、s is what gives individuals the validation and motivation to really perform in their roles.Talent factors having the largest impactGlobal Automotive(n=120)The number of employees retiringcoupled with a lack of skilledworkers to replace themKnowledge transfer betweenemployeesDifferences and tension r

144、esultingfrom corporate responses to socialand global issuesWidening expectation gap betweenolder and aging employees comparedto the next generationGlobal Industrial Manufacturing(n=120)30%19%21%29%28%33%27%13%5%10%15%20%25%30%35%0%CEOs know that when people feel valued,involved and linked to the cor

145、e purpose of the organization,they bring the best of themselves to work thats where the magic can happen.”Jonathon Gill,Global Head of Industrial Manufacturing,KPMG InternationalSource:KPMG 2024 CEO OutlookForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innova

146、tion.Future landscape.The way forwardMethodologyAbout the authorsHow KPMG can helpEvolving workforce.KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook23 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All r

147、ights reserved.How can industrial manufacturing and automotive businesses leverage all the opportunities they are presented with,whilst also managing the risks?Here are advice points to consider across the key areas of supply chain,Gen AI,ESG and talent:The way forward Engage with the supply chain.W

148、ith supply chains recognized as a key risk area,increase your engagement and dialogue with key suppliers through the value chain.Analyze key metrics and performance information to gain greater end-to-end visibility of risks.Embrace data-led intelligence.Build a data architecture that allows you to g

149、ather more data from the supply chain and use it to fast-track decisions and be more responsive to unplanned events(and opportunities)for example,around inventory levels and the fulfilment of orders.KPMGs publication The future of supply chain has a deep-dive into key supply chain issues and potenti

150、al solutions.Supply chain:Challenge the status quo.As with all disruptive changes,there is an opportunity to redesign the operating model.The AI transformation represents an opportunity to revise operational processes and integrate them with other key Industry 4.0 technologies such as IoT and roboti

151、cs,driving smarter processes and unlocking synergies among different parts of your operations.Put people at the core.Dont overlook the human factor.Human intervention in training Gen AI systems is crucial,as it is humans who provide algorithms with the necessary data and information for machines to

152、learn to create human-like content.Human input into learning processes helps ensure the quality of AI-generated content,appropriate interpretation of the outputs obtained,and social responsibility regarding misleading content.Gen AI:Stay attuned to electrification.Keep assessing the current infrastr

153、ucture and market readiness for electric and alternative fuel vehicles and manufacturing technologies.Stay abreast of global and trade regulation developments in a fast-moving area.Keep sight of decarbonization goals.Stay focused on your progress against decarbonization targets on the path to net ze

154、ro.Maintain efforts to help reduce carbon emissions,raise energy efficiency through smart manufacturing techniques,and increase the use of sustainable materials.Encourage circularity(such as with plastics,explored in this KPMG report in collaboration with the World Economic Forum)and support your su

155、pply chain with centralized,scalable decarbonization solutions that suppliers can effectively implement.ESG:Take an upskilling lens.Your people are critical for future success but they are also faced with considerable change as Gen AI and other new technologies become increasingly embedded.Give them

156、 the upskilling and training support they need so that they are confident about how to use new digital tools and understand that these are an ally,not a threat,helping them to get more done,faster.Bring the strategy together.The IM and automotive businesses that can communicate a clear strategy acro

157、ss operations,technology and ESG that can drive growth,innovation and values-driven enterprise are expected to be the most attractive places for talent to work.With the generational shifts that we are seeing,bringing this together into a compelling central vision is becoming more important than ever

158、.Talent:ForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.MethodologyAbout the authorsHow KPMG can helpThe way forwardKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook24 2024 Copyright owned by one or mo

159、re of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook is part of the 10th edition of the KPMG CEO Outlook.This report is based on insights gathered from 240 chief executiv

160、e officers in the Industrial Products sector,with 120 representing Industrial Manufacturing and 120 from the Automotive industry.The research was conducted between 25 July and 29 August 2024,providing unique insight into the mindset,strategies,and planning tactics of CEOs.All respondents oversee com

161、panies with annual revenues over US$500M,and almost half of the companies surveyed have more than US$10B in annual revenue.The survey included CEOs from 11 key markets(Australia,Canada,China,France,Germany,India,Italy,Japan,Spain,UK,and US)and 11 key industry sectors,including industrial manufacturi

162、ng and automotive.Please note that some figures may not add up to 100 percent due to rounding.In the industrial manufacturing research,the largest sub-sector was engineering(53 percent),and industrial products followed by aerospace and defense(18 percent).The best-represented countries based on orga

163、nizational headquarters are the US,Germany,China,Japan,the UK,followed by India,Italy,Spain,France,Australia,and Canada.MethodologyForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardAbout the authorsHo

164、w KPMG can helpMethodologyKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook25 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.Jonathon Gill is the Global Head of Industrial Manufacturing

165、,KPMG International and works across the globe advising teams on alliances,venture capital strategy,and on complex transformation and delivery programs.He keeps track of global trends and is often a trusted advisor to CEOs and other C-suite professionals in reference to their strategic and operation

166、al challenges.Having an experience of working with public and private sector clients gives him a deeper and multi-dimensional perspective to challenges,implementable transformations and bold and agile decision making.Andreas Ries is the Global Head of Automotive,KPMG International,and leads a networ

167、k of over 8250 professionals based in KPMG member firms in more than 30 countries and territories,who provide Audit,Assurance,Tax and Advisory services to the automotive industry.As a trusted advisor,Andreas helps auto leaders-from the largest OEMs to Tier-1-suppliers and mobility startups-to addres

168、s their transformation challenges,utilizing KPMG professionals multi-disciplinary experience,and enabling auto companies to focus on their performance and regulatory considerations.With his deep experience of over 25 years in the automotive industry,along with his role as Lead Partner for one of Ger

169、manys largest OEM,Andreas understands the complex challenges the industry is facing.He has a pragmatic yet dedicated view on the strategies and tools,companies can leverage to become resilient and successful in an ever-changing environment.About the authorsForewordExecutive summaryKey findingsNaviga

170、ting shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodologyHow KPMG can helpAbout the authorsKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook26Jonathon GillGlobal Head of Industrial ManufacturingKPMG InternationalHead of Industr

171、ial manufacturing and Defense,KPMG in UKDr.Andreas RiesGlobal Head of Automotive KPMG InternationalHead of Automotive,KPMG in Germany 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.In an era where

172、transformation is no longer optional but essential,KPMG professionals understand that achieving meaningful change demands the right technology,enhanced processes,and people with deep,broad experience.For decades,KPMG firms have been at the forefront,helping clients unlock the full potential of their

173、 people and technology to help drive real-world,sustainable outcomes.Because when people and technology work in harmony,great things can happen.In alignment with the current landscape,we help industrial manufacturing and automotive companies reimagine their business models,enhance operations for res

174、ilience,address risk and regulatory changes for a safer future,and unlock new levels of value creation.Together,we can build businesses that are agile,intelligent,and resilient prepared to seize opportunities and tackle challenges head-on.KPMG firms work closely with companies to develop strategies

175、for ESG,digital transformation,electrification,autonomous vehicles,Industry 4.0,and supply chain resilience,talent acquisition,leadership development,and workforce planning,helping ensure they have the skills and capabilities needed to thrive in a rapidly changing industry.This holistic approach hel

176、ps ensure that companies are not only meeting their current operational needs but are also positioned for long-term success.How KPMG can helpForewordExecutive summaryKey findingsNavigating shifts in.Economic outlook.Accelerating innovation.Future landscape.Evolving workforce.The way forwardMethodolo

177、gyAbout the authorsHow KPMG can helpKPMG 2024 Industrial Manufacturing and Automotive CEO Outlook27 2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.The information contained herein is of a general n

178、ature and is not intended to address the circumstances of any particular individual or entity.Although we endeavor to provide accurate and timely information,there can be no guarantee that such information is accurate as of the date it is received or that it will continue to be accurate in the futur

179、e.No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.2024 Copyright owned by one or more of the KPMG International entities.KPMG International entities provide no services to clients.All rights reserved.KPMG refers t

180、o the global organization or to one or more of the member firms of KPMG International Limited(“KPMG International”),each of which is a separate legal entity.KPMG International Limited is a private English company limited by guarantee and does not provide services to clients.For more detail about our

181、 structure please visit KPMG name and logo are trademarks used under license by the independent member firms of the KPMG global organization.Throughout this document,“we”,“KPMG”,“us”and“our”refers to the global organization or to one or more of the member firms of KPMG International Limited(“KPMG In

182、ternational”),each of which is a separate legal entity.Designed by Evalueserve.Publication name:KPMG 2024 Industrial Manufacturing and Automotive CEO Outlook Publication number:139724-G Publication date:November 2024Some or all of the services described herein may not be permissible for KPMG audit c

183、lients and their affiliates or related Jonathon Gill Global Head of Industrial Manufacturing,KPMG International E:jonathon.gillkpmg.co.ukDr.Andreas Ries Global Head of Automotive,KPMG International E:Carmelo Mariano Head of Industrial Manufacturing,EMA E:cmarianokpmg.itNicolas Nowicki Head of Automo

184、tive,EMA E:nnowickikpmg.frClaudia M Saran Head of Industrial Manufacturing,KPMG in the US E:Laurent des Places Head of Industrial Manufacturing,KPMG France E:ldesplaceskpmg.frSerjoscha Keck Head of Industrial Manufacturing,KPMG in Germany E:Sathish S Head of Industrial Manufacturing,KPMG India E:Tim

185、 Plenderleith Head of Industrial Manufacturing,KPMG Australia E:.auJun Okamoto Head of Industrial Manufacturing,KPMG Japan E:Norbert Meyring Head of Industrial Manufacturing and Automotive,KPMG China E:Tammy Brown Head of Industrial Manufacturing,KPMG Canada E:tammybrownkpmg.caRicardo D Roa Head of Industrial Manufacturing,KPMG Brazil E:.brContacts