In a context of crisis, the Renault-Nissan-Mitsubishi alliance is reorganizing its strategy of exchanges between brands. The goal is to save up to 40% of the costs and investments required to design and assemble vehicles.
Located in the top 3 of the world’s largest automotive alliances, Renault-Nissan-Mitsubishi changes tactics to adapt to a very competitive and fluctuating market. In a press release, it announced its intention to reduce its costs and investment expenses by 40% for each model. For this, the alliance will apply a principle called “leader-follower” to joint vehicle projects. A system already used in the commercial vehicle segment which consists of designating a priority “leader” model and other “followers” for each vehicle category. Almost 50% of the alliance’s production should thus exploit this scheme by 2025.
This principle will be extended to technologies, such as autonomous driving, which is attributed to Nissan. Renault will be the “leader” in the connectivity, electrical-electronic architecture and CMF-A / B ePT powertrain industries. Nissan obtains the CMF-EV ePT engine and Mitsubishi its plug-in hybrid technology in the C and D segments. The alliance also intends to strengthen the standardization of its platforms, from 8 to 4 copies and to pool production in order to save and save ‘increase the competitiveness of manufacturers.
Finally, the plan plans to design a “benchmark company” on the various world markets. Nissan will be in charge of renewing C-SUVs after 2025, while Renault will have to settle for B-SUVs in Europe. In Latin America, the B segment platforms will be reduced from 4 to 1 copy, produced in two factories jointly operated by Renault and Nissan. Southeast Asia Japan will remain in the hands of Nissan and Mitsubishi.