// China as an Accelerator – But Not for Everyone
A central topic of the discussion was the growing importance of the Chinese market – and the associated opportunities and risks for global suppliers. New growth dynamics are currently emerging in China at breathtaking speed. The market there is characterized by radical process optimization, a focus on essentials, and a pronounced “hustling” mindset: those who don’t keep up will be left behind.

However, for many European mid-sized companies, these conditions are hardly adaptable. Processes there are sometimes more than 50% faster than in the EU. Suppliers who cannot demonstrate their competitiveness in the Chinese context risk being sidelined. At the same time, China is experiencing an increasingly ruinous price competition, which is likely to lead to a near-future consolidation of the OEM and supplier landscape.

Global players are already responding: independent China units are being established in the USA and Europe, operating separately from the main business. Yet here too, market entry is worthwhile only if product, price, and presence align.

// Transparency Is the New Currency
One of the most pressing problems, especially in the mid-sized supplier sector, is the lack of transparency. Many companies do not know which vehicles, models, or markets their components ultimately flow into – and therefore cannot assess the impact of these products on their own performance.

This lack of transparency becomes a problem particularly when it comes to financing new investments or restructuring measures. Banks and investors demand clear facts – yet these are often missing. Transparency is key to strategically backing the “right horse”: if you don’t know which OEMs will be the winners tomorrow, you are making decisions in the blind.

// Leadership Culture and Mindset: The Silent Competitive Disadvantage
Cultural and structural deficits of many European companies were also highlighted. While in China, as well as in other countries like Switzerland, commitment, discipline, and speed are taken for granted (e.g., 45+ hour weeks and weekend work), European companies increasingly lack management role models, a lived performance culture, and a clear commitment to corporate responsibility.

Increasingly, external consultants take on operational tasks because internal capacity or willingness to implement is lacking. This trend is not only costly – it also represents a dangerous detachment from core business.

There is also a political dimension: the new German AI law was discussed as an example of missed opportunities – instead of boldly promoting new technologies, they are regulated before they can develop. Meanwhile, China is investing strategically, while the EU lacks a clear master plan for industrial future viability.

// Market Structures in Transition: Overcapacity, Uncertainty, Pressure
The economic reality is harsh: many companies have built up capacities in recent years, often during the COVID phase, that are no longer needed today. The result: plant closures, overcapacity, rising fixed costs, and a structurally fragile business model.

The combination of high volatility, rising capital costs, and uncertain sales volumes means that margins and risk are no longer in a justifiable balance. Consequently, the fear of insolvencies increases significantly – yet even here, there is a lack of structure: insolvency proceedings are lengthy, expensive, and inefficient. Buyers are hard to find. At the same time, many companies lack the necessary experience in dealing with such exceptional situations.

M&A and strategic partnerships often remain the only option – but these steps require courage, insight, and determination. Too often, companies must be “protected” from their own owners when necessary decisions are not made.

// OEM-Supplier Relationships Under Review
Another important topic was how OEMs and suppliers can collaborate more effectively in the future. Positive examples like Toyota show how partnership thinking along the value chain works: instead of top-down pressure – joint goal setting, shared risk, shared profit.

The industry faces the question: which suppliers will remain? Early coordination between OEMs is essential to shape this selection constructively – not reactively, when it is already too late.

// Thanks & Outlook
We sincerely thank all participants for their time, openness, and trust in addressing even critical topics in a protected environment.

Our event series has once again shown that the need for guidance, exchange, and actionable insights is great. And the Roadshow was a format that met this demand.

Therefore, we will continue the KEYPLAYER Automotive Roadshow in 2026 – with further dates in various cities across Germany.

In addition, in September 2025, we will hold a compact, interactive webinar on the topic: Automotive Roadshow 2.0. There, we will deepen the topics collected during the Roadshow, provide new perspectives, and enable digital exchange – for all who could not attend the in-person events but still want to be part of the discussion.