Analysis

Automotive's deep crisis hit by wars, energy costs and transition to electrics

The results of the AlixPartners Disruption Index study show a dramatic picture for the automotive industry

by Dario Duse*

3' min read

Translated by AI
Versione italiana

3' min read

Translated by AI
Versione italiana

The automotive industry continues to hold the unenviable record of being the most disrupted industry globally, according to AlixPartners' annual Disruption Index report, which gathers the sentiments of 3,200 CEOs and top managers globally.

In Europe in 2025, some 18.7 million cars (including light commercial vehicles) were sold, 17 million were produced, against a theoretical capacity of around 28 million. In an engineering- and capital-intensive business, and with declining but still long development and life cycles, economic sustainability in itself is at risk.

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However, the challenge only appears in its entirety if we put these numbers in a context of stagnant market volumes and strong competition, both domestic and from growing - but not encroaching - Chinese players. As if this were not enough, let us add that European operators are under the 'friendly fire' of a coercive transition towards electrification, imposed to the tune of billions of dollars in fines, but in fact not implemented because it lacks the fundamental enabling elements: customer interest, recharging infrastructure, affordability and affordability of vehicles whose prices remain far higher than pre-covid values, and for electrics with very depressed residual values compared to their combustion hybrid counterparts.

Then comes the war in the Middle East, the inflationary flare-up on energy - a raw nerve of Europe and Italy in particular - and fuel costs, phenomena that have manifested themselves rapidly, but whose normalisation will take time, in view of the system's inertia in regaining an equilibrium that could be different from the previous one, due to the fact that important productive energy structures are being damaged, restoring which - once the conflicts are over - could take months or years.

And it doesn't end there: in an average car there is about 200 kg of aluminium (second material by weight), which is increasing to partly compensate for the growth in vehicle mass, and the largest producer of aluminium outside China (Aluminium Bahrain - Alba) is located in the Middle East. The third element by weight of a car is plastic, which is linked productively and as prices to oil.

In 2019, with very different rationales than today, we spoke of a 'profit desert'. However, this new desert is to be tackled by starting with high initial liquidity on the part of manufacturers, on the strength of four golden years with EBIT falling from 9% in 2023 to 4.5% in 2025 (in further decline, not least because of the lack of profits from the Chinese market, which has become "self-served" by the Chinese and in any case offers very low profitability).

And the centre of gravity of innovation has shifted to China (ADAS, batteries, raw materials, infotainment, SDV) so collaborating with Chinese suppliers, partners and competitors is a must. Not only for manufacturers, but also for suppliers: between 2022 and 2028, 19 new Chinese production site openings are planned (and partly already implemented) in Europe, and a (net) closure of 36 European supplier sites.

Ultimately, continuous disruption has formed corporate muscles to routinely handle the extraordinary, and for the best-in-class to ride it out.

For the rest, we will return to a tight focus on the fundamentals: if the timid, initial and still insufficient pragmatic regulatory push (relaxed targets, local content, infrastructure) on the regulatory side continues, we will be able to return to developing products more in line with customer needs, with maximum pressure on costs and efficiency, without having to invest in lost battles (batteries) and focusing on regaining the competitive advantage that, in different areas, Europe has had and can have. How? By making a virtue of necessity on collaborations with Chinese competitors: ultra-lean on structure costs (up to a third less), two or three times faster in development also thanks to the massive adoption of artificial intelligence.

*EMEA Head of the Automotive Team at AlixPartners

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