After a grueling six-week standoff, the United Auto Workers (UAW) has reached a groundbreaking labor agreement with General Motors (GM). This news comes after resolving disputes with Ford and Stellantis, the parent company of Chrysler, signaling a turning point in the largest auto industry strike in recent history.

According to reports from Reuters and The Wall Street Journal, the UAW and General Motors reached a preliminary agreement on October 30, officially putting an end to the six-week-long strike. It is reported that the UAW has successfully secured wage increases from General Motors similar to those obtained from Ford and Stellantis.

Over a four-year period, the average wage increase reaches 25%, and retirement benefits receive additional enhancements. When including other allowances, the maximum wage increase reaches 33%. The details are subject to approval by union members’ vote.

In response to the agreement, GM’s CEO, Barbara, stated that the new terms would enable the company to continue investing while offering well-compensated employment. She eagerly anticipates the return of all employees to their workstations.

The UAW initiated localized strikes against the three automotive giants – GM, Ford, and Stellantis – starting on September 15. These strikes grew in scale over time, primarily targeting larger and more profitable factories to exert pressure on the management. At Its Peak, Nearly 50,000 People Joined the Strike, with President Biden Personally Expressing Support by Visiting the Strike Sites.

The lengthy strike has finally concluded, bringing a sigh of relief to automakers. However, it has had a significant financial impact, with both General Motors and Ford canceling their annual earnings forecasts. General Motors estimates the strike resulted in approximately $200 million in losses each week.

Analysts anticipate that the new labor agreement will substantially increase production costs for the big three automakers, potentially undermining their competitiveness against union-free electric vehicle manufacturers like Tesla and foreign brands such as Toyota.

Notably, the union has secured greater influence over capital decisions during negotiations, including the power to initiate strikes when a manufacturer contemplates plant closures.

While the three major automakers currently express their intent to keep existing factories operational during their transition towards electric vehicles, contractual constraints may force them to continue running unprofitable facilities in times of economic downturn or declining sales.

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(Photo credit: GM’s facebook)

Once considered a driving force behind economic growth, the electric vehicle (EV) market is facing a reality check as consumers are becoming more practical about their needs due to rising inflation and high-interest rates. Automakers acknowledge that in times of inflation, electric vehicles won’t be on consumers’ radar in the coming years unless their prices are lowered.

In the third quarter, the U.S. saw a surge in EV sales, breaking the 313,000 mark, almost a 50% increase from the same period the previous year. The EV market share reached an all-time high of 7.9%.

However, this growth may be reaching its peak as major automakers are now either postponing their electric vehicle sales targets and production plans or resorting to price reductions.

For instance, Ford has extended the annual production target for electric vehicles to 600,000 units by one year, abandoned the goal of producing 2 million electric vehicles by 2026, and temporarily halted a $12 billion investment in EV projects.

General Motors has also abandoned its sales targets, and Honda has given up on its plans to jointly develop electric vehicles priced below $30,000 with General Motors. Tesla has postponed its super factory project in Mexico.

More manufacturers are resorting to price reductions, including Mercedes-Benz, Tesla, and Ford’s electric trucks, all of which are offering significant discounts.

Price vs. Affordability

Consumers are primarily concerned with the price difference between EVs and gasoline vehicles. In the U.S., most compact electric SUVs are priced at around $52,000, while similar gasoline SUVs cost only about $34,000.

According to Ford’s CEO, in the EV industry, exceptional products alone are no longer sufficient; they must also be cost-competitive. Elon Musk also noted that the high-interest-rate environment is unfavorable for market demand, and making products more affordable is essential to encourage people to make purchases.

However, even with price reductions and discounts, it seems that buyers remain unimpressed. U.S. dealers have observed that the next wave of buyers, unlike those who made impulsive purchases in the past couple of years, are now more focused on practical factors such as cost, infrastructure challenges, and lifestyle impediments.

Practical Considerations

Market analysts suggest that over the past decade of low-interest rates, consumers have increased their spending. However, as interest rates rise, consumers now find the need to be more frugal.

The price of EVs has gone beyond the affordability range of many consumers. The current high-interest-rate environment is also unfavorable for convincing consumers to explore immature automotive technologies.

A survey found that aside from price, consumers still worry about range anxiety and the lack of charging infrastructure. Up to 77% of respondents said these were the most pressing issues when considering EVs. Consumers are less likely to consider immature products when their budgets are tight.

The U.S. government aims to have half of all new vehicles sold be zero-emission vehicles by 2030. Just a few years ago, policymakers believed that Americans would adopt EVs without needing much persuasion. However, this optimism now appears to be overly idealistic.

For now, General Motors, Ford, and even Tesla are deciding to hold onto their cash reserves and redeploy them when the economic situation stabilizes. Toyota Chairman Akio Toyoda, who has consistently argued that pure EVs are not the only solution, should be feeling vindicated as he stated at the recent Tokyo Motor Show, saying that “People are finally seeing reality.”

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(Photo credit: Pixabay)

In the face of adversities within the autonomous vehicle market, car manufacturers are not hitting the brakes. Rather, they’re zeroing in, adopting more focused and streamlined strategies, deeply rooted in core technologies.

Eager to expedite the mass-scale rollout of Robotaxis, Tesla recently announced an acceleration in the development of their Dojo supercomputer. They are now committing an investment of $1 billion and set to have 100,000 NVIDIA A100 GPUs ready by early 2024, potentially placing them among the top five global computing powerhouses.

While Tesla already boasts a supercomputer built on NVIDIA GPUs, they’re still passionate about crafting a highly efficient one in-house. This move signifies that computational capability is becoming an essential arsenal for automakers, reflecting the importance of mastering R&D in this regard.

HPC Fosters Collaboration in the Car Ecosystem

According to forecasts from TrendForce, the global high-performance computing(HPC) market could touch $42.6 billion by 2023, further expanding to $56.8 billion by 2027 with an annual growth rate of over 7%. And it is highly believed that the automotive sector is anticipated to be the primary force propelling this growth.

Feeling the heat of industry upgrades, major automakers like BMW, Continental, General Motors, and Toyota aren’t just investing in high-performance computing systems; they’re also forging deep ties with ecosystem partners, enhancing cloud, edge, chip design, and manufacturing technologies.

For example, BMW, who’s currently joining forces with EcoDataCenter, is currently seeking to extend its high-performance computing footprint, aiming to elevate their autonomous driving and driver-assist systems.

On another front, Continental, the leading tier-1 supplier, is betting on its cross-domain integration and scalable CAEdge (Car Edge framework). Set to debut in the first half of 2023, this solution for smart cockpits offers automakers a much more flexible development environment.

In-house Tech Driving Towards Level 3 and Beyond

To successfully roll out autonomous driving on a grand scale, three pillars are paramount: extensive real-world data, neural network training, and in-vehicle hardware/software. None can be overlooked, thereby prompting many automakers and Tier 1 enterprises to double down on their tech blueprints.

Tesla has already made significant strides in various related products. Beyond their supercomputer plan, their repertoire includes the D1 chip, Full Self-Driving (FSD) computation, multi-camera neural networks, and automated tagging, with inter-platform data serving as the backbone for their supercomputer’s operations.

In a similar vein, General Motors’ subsidiary, Cruise, while being mindful of cost considerations, is gradually phasing out NVIDIA GPUs, opting instead to develop custom ASIC chips to power its vehicles.

Another front-runner, Valeo, unveiled their Scala 3 in the first half of 2023, nudging LiDAR technology closer to Level 3, and laying a foundation for robotaxi(Level 4) deployment.

All this paints a picture – even with a subdued auto market, car manufacturers’ commitment to autonomous tech R&D hasn’t waned. In the long run, those who steadfastly stick to their tech strategies and nimbly adjust to market fluctuations are poised to lead the next market resurgence, becoming beacons in the industry.

For more information on reports and market data from TrendForce’s Department of Semiconductor Research, please click here, or email Ms. Latte Chung from the Sales Department at lattechung@trendforce.com

(Photo credit: Tesla)