EV Virtual Industry Cluster

Electric Vehicle Virtual Industry Cluster

An evaluation of the EV supply chain indicates that it is highly likely that the industry will cluster. The essential parts of the EV value chain that distinguish it from the value chain for the traditional internal combustion engine (“ICE”) are:

  • Energy storage, including battery R&D, manufacturing and assembly, and ultracapacitors;
  • Power electronics and control equipment and software, including thermal management for battery packs;
  • Grid interface electronics; and
  • Electric motors.

 

We focus on the key factors that drive clustering as they relate to these essential components of the EV value chain. We place particular emphasis on energy storage and the associated power electronics, the areas where the greatest advances in technology are anticipated.

 

OBJECTIVES OF EVVIC

  • Creating and developing a new economic sector  – “Electrical Mobility”;
  • Promoting new industries to increase the competitiveness of the country and world markets in the sector;
  • Joining members efforts to set up National Charging Infrastructure
  • Creating community models with the municipalities and cooperating with all administrations to introduce rules, norms and standards in the sector
  • Building sustainable educational models
  • Innovation and integration of renewable, hydrogen and energy-saving sources;
  • Electric mobility patterns in the context of the topic – Energy and cyber security, etc.
  • Sustainable competitiveness of EVVIC members;
  • Implementation of models of mass urban transport by electric buses;
  • Industrial investment projects for technological renewal and introduction of innovations to reduce the energy intensity of transport schemes;
  • Development and supply of strategic investors for investment projects to increase energy efficiency and deployment of alternative energy production;
  • Sustainable Conservation and Conservation Environment according to national and regional priorities;

The pace of development in battery technology and power electronics and controls, is often faster than industry journals can cover. Interviews with battery producers as well as power electronics and controls producers indicate that conversations around new business models and technologies play a major role in conveying information in these spaces.

Interviews with battery and power electronics and controls manufacturers are mixed regarding the value of proximate R&D and manufacturing capacity. One interviewee suggested that this close relationship was critical to “put out fires” and quickly move products to market in response to customer demands. Another interviewee cited advances in communication technology as effectively bridging much of the distance gap. Interviewee agreed that technology could not fully bridge the distance gap, but disagreed as to the relative costs at issue.

Advanced batteries, power electronics and controls, and electric motors are likely to seek standardization due to the economies of scale that can be generated. The success of standardization can be observed with the 18650 laptop computer battery, which has become standardized and can be affordably produced. Some experts disagreed about the value of all forms of standardization, arguing that manufacturers would be hesitant to completely standardize because differentiation between products is critical in this space.  It is likely that a mature advanced vehicle battery market will be characterized by a high level of standardization.

Like the traditional internal combustion vehicle, the anticipated mass production for the electric vehicle is expected to drive very large economies of scale and benefit substantially from network effects and agglomeration. High capital and upfront R&D costs, particularly in advanced battery development, mean that the industry will depend heavily on economies of scale for profitability. According to one interviewee, for success in this industry, the successful companies will be global due to the enormous upfront costs of manufacturing equipment and R&D.

Interviews with battery producers indicate that these products are very expensive to ship due to their weight and careful handling requirements. Therefore, it is attractive for battery pack assembly operations to be located within a 300-mile radius of their customers, the automakers. According to one industry expert, shipping these batteries across international boundaries is untenable. It is not tenable for the cells to be shipped overseas long-term-they are fragile, heavy, and expensive. Without the cell development, we are not really in the game.” Electric motors were cited as less expensive to ship, but equally beneficial to have within a day’s shipping distance. Power electronics and controls were not noted to have transportation-related benefits.

While the mature automotive industry may tend to drive innovation away from its core, as witnessed by the emergence of electric car commercialization efforts outside of Detroit (e.g. Tesla in California or BYD Co. in China), the advanced automotive battery, power control electronics, and electric motor industries that support electric vehicle development are entering a growth phase that will tend to re-concentrate innovation. Each of these industries was classified as “nascent” by the interviewees. While these industries have seen maturity in previous applications (electric motors for stationary applications, power electronics for various small electronics, advanced batteries for laptops), the system requirements of electrified transportation differ radically, and those requirements must be brought to manufacturing scale and incorporated into the vehicle interface. This spotlights the opportunity and challenge that the emergence of the EV presents.

Short Term Goals

• Development of administrative body of the cluster;

• Further development and diversification of the offered services

• Attraction of new members and improving the market positions of the companies and their products and services;

• Development of sustainable business partnerships;

• Implementation of joint marketing activities;

• Development of transnational cluster connections;

Long Term Goals

• Sustainable development and improved competitiveness of the EVVIC members

• Sustainable and clean environment, in compliance with the national priorities and global regulations

Mid-Term Goals

Development and promotion of investment projects for Technological modernization and integration of innovations;

• Development of investment projects to strategic investors;

• Implementation of programs for improving the work conditions in the companies, members of the cluster;

• Improving the educational system and qualification in order to meet the needs of the cluster network;

Continuous Improvement

Business models in the charging infrastructure, transport systems, services, training.

• General trading strategies in foreign markets and improve the capacity to finance investment projects;

• Creating mechanisms for coordination (cooperation) to improve access to international projects;

• Improvement of business, marketing and strengthening the presence of members of potential domestic and international markets.

Cluster management cycle

Global Council for Cluster Excellence and Research
01

Define

Cluster vision, management mission, strategy, objectives, key performance indicators, key uncertainties
02

Design

Design actions, communication platform, monitoring and evaluation systems, agreements with stakeholders
03

Implement

Implement actions as designed (e.g., networking, providing information, lobbying, collaboration, education, cluster promotion)
04

Monitor

Monitor implementation (i.e, collect and record information on key performance indicators, review progress, identify problems in planning and implementation)
05

Evaluate

Evaluate the results (i.e, determine the purpose of evaluation, identify key evaluation questions, facilitate the evaluation process (in case of external evaluation), analyze the results)
06

Revise

Revise objectives and uncertainties, report to stakeholders
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MEMBER
100+
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