Driving toward change: the new role of IT and the

CIO in the automotive industry

An industry perspective from HP

“The global automotive industry is discovering

Information Technology as a strategic business
asset. The focus of IT management is moving
from all-out cost reduction to improvement in
IT’s value and support for business growth and
customer experience. The emphasis of the
current agenda is to make the IT organization
more efficient, innovative, and more focused
on delivery of value. HP has worked with a
number of automotive IT organizations and
CIOs in moving their organization to a new
level of performance.”
—Dr. John Wargin
Director, HP Automotive Europe
Hewlett-Packard Company

Manufacturing and Distribution Industry Solutions

Executive summary
Information Technology (IT) has never been more critical
to the automotive industry than it is today. As the industry
embarks on its second century, automotive executives
increasingly view IT as a key contributor to their business
success—no longer just an obligatory cost of doing
business.
This paper examines the steps that automotive original
equipment manufacturers (OEMs) and suppliers are taking
to not only reduce IT costs and increase productivity, but
also to leverage IT so that it delivers real business value
to the enterprise. HP considers structures and practices—
such as consolidation and standardization—that are
typical today, and HP provides examples of recent
automotive industry best practices.
As part of this new thinking, many chief information officers
(CIOs) are transforming their organizations to deliver
more business value and impact. As a result, their own
role in the organization is changing rapidly. The second
part of the paper discusses the evolving role of the auto-
motive CIO from technologist to strategist, and the impact
these trends, structures, and practices will have on CIO
responsibilities, the automotive IT organization, and
Management of Change (MOC).
As a part of this analysis, HP will also propose a flexible
framework that can help you move an automotive IT
organization competitively and successfully into the future.
HP is a key supplier of information technology and services
to the global automotive industry—a position HP has
proudly held for more than 30 years. Most major OEMs
and Tier 1 and Tier 2 suppliers use HP technology and
services to develop, produce, and market their vehicles.
HP has advised senior leaders in the automotive industry
on applying IT to improve business operations in design,
manufacturing, sales, and administration. The ideas
and perspectives in this white paper represent the latest
thinking gleaned from HP’s history and its work with the
automotive industry and clients, HP’s industry-leading
knowledge of emerging technologies and solutions, and
its application and potential to transform IT to better
enhance business value.
Race for success: the dynamic global
automotive industry
Current market trends are creating tremendous competitive
challenges for OEMs and suppliers. In the existing auto-
motive market—that is, in the U.S., Western Europe, and
Japan—demand for new and used cars is stagnant, and
margins in the traditional new car business have dropped
to a mere 3% to 5%. As a result of these trends, many
manufacturers are underutilizing their operational assets
and factories.
Globalization—the intensification of presence in
international growth markets, such as China, create an
international shift of production, which exponentially
increases investment complexity. Market consolidation is
shrinking the OEM and supplier landscape as the number
of mega-suppliers grows. Regulatory burdens are stressing
some companies; for example, there is a new block
exemption that opens up the after-sales market with updated
rules regarding new car sales and service. As required
by some governments, OEMs and suppliers must provide
data on vehicle safety performance, quality, and lifecycle
management.
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Cost reduction and optimization—HP works with a large European
OEM to create on-demand business models. Within this company,
storage capacities are paid for based on actual usage. When storage
requirements peak during prototype testing or new product introductions,
scalability is available—and when the peak is over, there is no longer the
capital expenditure for technology that is not being used to capacity.
This efficiency increases flexibility, helps ensure availability, and lowers
overall costs.
Changing customer demand and innovation—complicated
by things such as increasing the amount of electronic
and software content in cars—provide new challenges
while increasing warranty payments and tarnishing
customer quality perceptions. As OEMs embrace their
core competencies and outsource non-core competencies,
there is a growing “vehicle value” shift to suppliers as
they become more responsible for complete systems and
modules. Finally, there is an increased need for better
collaboration in downstream operations with dealers and
the after-sales market.
To address these challenges and remain competitive,
OEMs must increasingly leverage IT to create value for
the business by:
• Counteracting margin pressure and reducing costs
along the automotive value chain
• Optimizing current business processes and creating
greater business value
• Intensifying supplier and dealer collaboration, optimizing
the integration, and sharing visibility of upstream and
downstream business processes with these key
stakeholders
• Continuously improving the management and response
of design, planning, development, manufacturing, and
service phases of their vehicle offerings
• Better integrating of in-vehicle IT systems and
applications with corporate IT applications and
infrastructure.
What steps are OEMs taking to use IT to optimize their
business processes? How are they creating innovative
new ways to leverage IT for business and competitive
advantage?
Shifting gears: innovative IT practices
for automotive
In the typical automotive OEM, more than 65% of IT
budgets are spent on maintenance and operation of
current systems and applications. In contrast, less than
35% is allocated to the development and rollout of
new technologies or innovation. This statistic raises a
critical question: how can OEMs reduce their current
IT spending—or increase the effectiveness of existing
technology—to optimize business processes and increase
competitive advantage? In an era when industry
standards, low-cost offshore programming labor, and new
technologies combine to support innovative approaches,
HP sees four areas in which OEMs and suppliers are
leveraging IT to create real business value:
• Consolidation and standardization of the global IT
operations and landscape
• IT-enabled integration between suppliers and OEMs
• IT-enabled collaboration between dealers and OEMs
• Outsourcing of non-core IT operations including mixing
near and off-shore resources
The following sections describe each area.
Consolidation and standardization of the global IT
operations and landscape
The automotive industry has traditionally used
heterogeneous IT landscapes. In addition to a variety of
proprietary applications, OEMs employ a wide variety of
operating systems, databases, and hardware. In addition,
mergers and acquisitions driven by industry consolidation
have increased the complexity of the IT landscape for
these companies.
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To free up money for new projects and innovation, OEMs
must reduce IT operating costs. Strategies include:
• Developing and implementing a global IT consolidation
strategy
• Consolidating dispersed data centers into three or four
global centers
• Accurately planning and executing well-crafted
outsourcing strategies
As a large and experienced manufacturer, HP has
planned and executed widespread consolidation and
standardization initiatives. One project in the HP Imaging
and Printing Group reduced more than a dozen applica-
tions, database services, and integrated processes into
one uniform system that is now adaptable and easy to
manage and modify. By simplifying the IT infrastructure,
HP reduced complexity, improved security, and enhanced
the manageability of the environment. For example,
standardization of a single-instance data and common
processes enhanced decision making and responsiveness
all along the supply chain. The consolidation and
standardization process delivered value through:
• Costs savings, including increased capacity in a smaller
environment, reduced labor costs, and fewer test and
development systems
• Increased service and support at a lower cost through
consolidated desk support
• A 35% decrease in operational costs, achieved by
maximizing the utility of every IT asset
This consolidation and standardization initiative, which
achieved return on investment (ROI) in just eight months,
and others like it have helped HP create best practices
that are shared with automotive customers.
Problem #1: A leading premium car OEM in Europe
experienced continuously rising complexity and
operational costs.
HP Solution: HP worked with this OEM to identify a faster,
more cost-effective approach to system and process
integration in their SAP environment. HP helped the company
consolidate 4,500+ users with different SAP releases and
other applications into one harmonized environment.
Results: The company maximized ROI and minimized
total cost of ownership; reduced response time by 20%;
reduced maintenance costs by 15%; and, at no additional
investment cost, increased the number of users by 1,000.
Problem #2: A large OEM had a diverse printing, faxing,
and scanning landscape of 15,000+ devices from 12
different vendors.
HP Solution: HP worked with the company to simplify and
standardize the entire business ecosystem by delivering
the latest technology and printers for specific applications
throughout the global organization (including: the manu-
facturing floor, sales and marketing, and administration).
Results: The company achieved more than $10 million in
annual savings, improved user satisfaction, and created a
higher level of quality and support for the business.
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Cost optimization in virtual crash testing—HP has supported two
global OEMs in the implementation of virtual crash tests, thus reducing
the number of actual vehicles needed for crash tests by more than 70%
and decreasing time-to-market of new models by more than six months.
HP works with these organizations to standardize its PLM platform,
allowing an improvement in the global collaboration efforts between
the different design centers whether they are in the United States, China,
Korea, Germany, or other locations. These systems are being extended to
Tier 1 suppliers, thereby enabling common access and the faster interchange
of designs.

IT-enabled integration between suppliers and OEMs
Within the automotive industry, the global supply chain
environment is fragmented and complex; most supply
chain partners share no common IT systems or file
standards. However, as responsibility for vehicle value
shifts to suppliers, the contact points between suppliers
and OEMs become more important than ever and the
need for integration and collaboration grows. Business-
as-usual is no longer an option.
To maintain a competitive advantage, companies must
create an environment that coordinates and shares
information between suppliers and OEMs. Increased
standardization and integration of IT systems up and
down the value chain are needed to support effective
visibility and collaboration.
HP had a similar need of approximately 10,000 business
partners and suppliers within its global network. Over the
years, a complex array of separate access points had
evolved, each with different interfaces, which produced
complexity and drove IT costs up. HP created one consoli-
dated Web-based access system for all stakeholders and
business partners, which reduced expenses, eliminated
the confusion created by redundant systems, improved
overall security, dramatically reduced implementation time
for new services, and provided a better experience for HP
suppliers and partners. Right now HP is leveraging this
approach to an automotive OEM and creating one
access for all PDM applications and databases. The
client estimates a 4% to 6% productivity improvement.
Problem #1: A high-volume, global OEM needed to monitor
the performance of its suppliers down to the Tier 3 and Tier
4 levels.
HP Solution: HP created a performance monitoring portal
that helped the OEM alleviate delivery commitment prob-
lems by increased visibility and performance tracking
across the entire supply chain network. The portal also
helped the company consolidate orders into higher
volume, lower-priced contracts—creating a “win-win”
situation both for the suppliers and the OEM.
Results: Collaboration initiatives often deliver a major
business impact that can translate into a 2% to 4% reduction
in parts procurement costs. They can also enhance product
quality and increase the speed of production ramp-ups for
new models.
IT-enabled collaboration between dealers and OEMs
Today there are no clear-cut standardized interfaces
to dealers. As a result, this fragmented distribution
channel—which is growing in complexity because of the
increasing number of non-franchise/multibrand dealers—
lacks the integration and information sharing that could
increase the bottom line for both OEMs and dealers.
Such capabilities could also help enhance and maintain
the customer satisfaction that is so important to a
brand’s success.

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Volume and Complexity of In-Vehicle Software Impacts
the Transformation of the CIO’s Role
Today’s vehicles, especially premium cars, contain
substantial and ever-more-complex electronics and
software. Experts estimate that today’s premium cars have
the equivalent electronic capacity and software of three to
four high-performance personal computers. By 2014, HP
analysis predicts that a single vehicle will use technology
equivalent to eight to ten PCs. Current options such as
radar and night vision, which require substantial software
and other in-vehicle IT applications, will be supplemented
by still-developing applications, such as demand- and
software-based modifications of car performance charac-
teristics, remote configuration management or car-to-car
nodal communications. Similarly, hybrid and new propulsion
systems will require sophisticated software systems for
management and control.
From a sales perspective, extending the customer
relationship management (CRM) systems to have common
data about customers and the offering of a Web-based,
end-to-end lead management system could help present
and customize a vehicle and the vehicle options, as well
as promote and generate new interest, opportunities, and
sales potentially with higher margins. In this environment,
HP works with OEMs to implement warehousing systems
with real-time data and the ability to analyze information,
such as customer trends, pricing levels, and the impact of
specific campaigns, to better manage and allocate invest-
ments and specific marketing budgets for maximum profit
margins.
HP has delivered numerous solutions that support
collaboration between OEMs and dealers, including:
• Global after-market infrastructure as an end-to-end solution
that automates and integrates the development and
global distribution of the technical documentation that
guides maintenance and repairs on all vehicles. This
solution makes it easy for dealers to keep pace with
evolving industry regulations, technologies, user needs,
and the increasing scale and complexity of the global
after-market operation.
• Integrated dealer management systems provide
standardized management to increase efficiency and
transparency of information sharing. This solution
supports activities such as reliable after-sales service
and ongoing software upgrades for dealers.
As the electronics and software content increases in new
vehicles, the CIO becomes pivotal ensuring the smooth
and seamless integration of in-vehicle on-board automotive
and service applications with off-board business and
corporate IT applications and infrastructure. This is strategic
for performance diagnostics integration and working
with after-sales service systems at dealers and other service
locations, all of which affect customer satisfaction and
brand protection. Another area involves the need for
robust configuration change management systems to go
along with these diagnostic and services systems for
receiving software updates and management of vehicle
configurations. HP is at the forefront of working with
OEMs on aligning systems and developing new
methodologies and frameworks.
• Dealer communication systems seamlessly connect dealer
OEM enterprise systems (including CRM) to share data
on OEM policies and products, prospect and customer
information feedback, vehicle repair records, and dealer
survey feedback
• Warranty management solutions streamline processes
and practices throughout the entire warranty value
chain, from manufacturing, parts traceability, and
engineering data to claims and customer services
Problem #2: An OEM wanted to help customers quickly
visualize vehicles based on customer preferences and
considerations—while in the dealer showroom.
HP Solution: A HP technology platform interfaced with the
vehicle’s actual bill of material (BOM) provides customers
with extremely realistic, and close to real life, representa-
tions of the vehicle the customer wants to purchase. The
system allows customers to try different options, change
color schemes, and add accessories.
Results: The company’s per-dealer sales volumes rose
an average of 5%, and average sales prices increased
approximately 10%. This is a great example of product
data collaboration and its integration and use between
OEM and dealer.
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Dealership of the future—The ”dealership of the future” concept
incorporates technologies and applications to improve a customer’s
experience when buying or servicing a vehicle. Customers would be
able to configure their cars and potentially take a virtual “test drive” using
real-time simulation. HP printers allow highly personalized output and the
possibility to follow up on customer interests with mailings or multimedia
presentations. This is just one way that HP brings the full value of its
end-to-end solutions portfolio to the automotive industry.

Outsourcing of non-core IT operations and focus on core In fact, HP is the world leader in outsourced SAP
competencies operations, supporting more than 150 companies around
In the shrinking margins of the automotive landscape, the world. Several large OEMs and Tier 1 suppliers have
companies can no longer engage in processes that do out-tasked their first-level SAP application support to HP,
not represent their areas of highest expertise. With a wide which manages this activity with a mix of on-site and near-
range of specialized companies available to handle niche shore teams. HP understands that automotive companies
or non-core activities, the strategy is compelling. must embrace only outsourcing initiatives that protect their
key industrial relationships. HP has an excellent track record
OEMs and their suppliers should focus on their core
of managing all aspects of outsourcing arrangements,
business processes and outsource other operations.
including relationships; this focus is reflected in HP’s
Outsourcing non-core IT operations can complement a
extremely high customer retention rate, as well as its
cost-containment strategy for operating costs, allowing
integration success with new teams and employees.
OEMs to:
• Lower costs on capital investments and decrease asset In the driver’s seat: the changing role
base
• Decrease the cost pressure on low-end services
of the CIO
As IT is increasingly used to create value for the
• Reduce operational and administration costs business, the role of the CIO is changing accordingly.
• Increase the predictability of costs and control IT departments are transforming from the traditional
• Enhance the quality and consistency of service role of simply providing technology, such as infrastructure
and application management, to finding new ways to
As one of the largest outsourcing and out-tasking suppliers
enable business and process innovation. In this context,
to the automotive industry, HP has delivered numerous
automotive companies need CIOs to shift their focus
solutions that support OEM outsourcing. For example, one
from providing tactical technology solutions to creating
OEM wanted to decrease IT support costs, and at the
strategic business value.
same time, increase the quality of service offered to its
users. The company contracted with HP to manage and
evolve its global desktop environment over the next five
years, supporting the work of more than 87,000 users
in 26 countries worldwide. The client’s executive team,
including the CFO, understood that an experienced
provider such as HP could deliver desktop management
more effectively and efficiently than in-house resources
and services.

8
Figure 1. The following chart shows
Responsibility Traditional Practices
how a CIO’s responsibilities are
being transformed and are increas-
IT strategy and planning • Define, update, and implement IT strategy
ingly being driven by corporate
• Actively manage IT across the group
strategic business objectives.
IT controlling • Align the IT team with performance objectives
• Control performance objectives and overall IT budget
Corporate IT sourcing • Procure software/hardware
• Select, manage, and control IT providers
IT risk management • Align IT risk management within IT parameters
Business process • Delegate to business
• Lack of process know-how in the IT organization
Strategic IT projects • Plan and manage strategic IT projects
• Manage project portfolio
Corporate infrastructure • Define standards and architectures
and applications • Consolidate the IT landscape across the group
HP has observed that the CIO role is not only focused on
“on-time or on-budget” measurements but increasingly on
issues related to value contributions—such as increasing
ROI, reducing business process time and costs, improving
brand quality, and achieving a competitive advantage. To
better align business processes with IT enablement, New
positions are being created called process officers, or
process integration officers, who are responsible for
specific automotive processes and IT application support.
These process-IT officers report in dual lines to the CIO
and the business units. Other observations include:
• Corporate strategic objectives often include IT as a critical
component of the business strategy. These objectives
cascade into specific business- and IT-integrated activities
and programs.
• Business process management (BPM) and subsequent
process improvements are being interwoven with new
IT approaches, processes, and systems.
• Automotive CIOs increasingly share responsibility for
specific process improvement goals and increasingly
receive the appropriate resources needed to drive
process innovation programs.
• CIOs are taking ownership in global standardization
initiatives and are engaged in decisions on core
competencies.
Value-Driven Practices
• Align IT objectives and programs to company objectives and strategies
• Define metrics derived from overall business objectives
• Maximize the mix of sourcing options
• Establish strategic technology exchanges
• Align IT risk management with companywide risk management
• Optimize and design processes through IT
• Define and adjust IT standards and technologies
• Shift more and more to process officers
• Include governance with business process executives
• Optimize costs of services through a mix of internal and
external resources
HP has participated in various initiatives designed to help
CIOs more strategically apply IT to the business goals of
automotive companies. For example, HP worked with a
European OEM to create a new budgeting and investment
system that allocates specific IT investments to the costs and
business plans of specific new car programs. Now this
OEM no longer treats particular IT investments—for example
new applications, enhanced technology capabilities, or
infrastructure improvements—as overhead; instead, these
costs are included in the investment plan for specific new
model vehicles. This approach creates a shared ownership
between business and IT for the risk and success of the
initiative, including process and organizational changes
between business process owners, IT senior executives,
and program directors. This structure helps ensure that IT
investments have a clear and direct link to the business
strategy, as well as the profitability and success of new
model vehicles.
These examples reinforce the changing role of the
automotive CIO. Organizations that recognize the nature
of this change before their competitors can use it to
achieve competitive advantage.
9
Table 1. HP's IT Transformation Framework: Creating an Adaptive Business and IT Alignment Strategy
Each phase has multiple, pre-defined deliverables and techniques, depending on the engagement type.

Workshop 1 Workshop 2 Workshop 3 Workshop 4 Workshop 5

Vision and Value Develop Breakthroughs Result Consolidation Governance Model Program Management

Long-term vision and value Develop breakthroughs for Result consolidation and Define the governance Establish a program
proposition for the IT the IT organization Management of Change model to ensure alignment management structure
organization

What value does IT bring
internally to your company
and externally to your
customers and partners?
What are the unique skills
and capabilities of your
organization today?
What skills will be required
for the future?
How can IT increase its
contribution to the business?
What would be the elements
of a more proactive IT
organization?
* The RASCI model is a tool for identifying roles and responsibilities during an organization's change process.
Help key business owners
collaborate with the heads of
key business functions, such as
development, logistics, sales,
after-sales, and finance
Identify challenging and
innovative goals that, when
executed with appropriate
senior leadership involvement,
put a company’s processes
on a new performance level
(sometimes within 6 to 24
months)
Segment breakthrough targets
by strategy, milestones, owners,
and review points
Identify programs, milestones,
and the required allocation of
resources and funds
Review the current IT organiza-
tional model and define
re-adjustments and changes
that align on delivering
specific business results and
breakthroughs that have been
previously identified
Create a communication plan
to assure changes are properly
understood by all stakeholders
Address the aspects of
Management of Change
Establish a system of Consolidate and approve
governance bodies and investment proposals
their charter
Establish standards for
Define the governance business cases and systems
members to measure ROI
Establish and agree on a list Develop methodologies,
of directions and a calendar processes, tools, and templates
of governance meetings to create consistency
Detail governance based on
the RASCI model*
Identify all processes and
roles according to the RASCI
model and resolve overlaps
and gaps
Publish an IT business plan
and update on a regular
schedule

The HP IT transformation framework: The IT leadership also defines Management of Change

navigating the road to the
automotive industry’s future
Every dynamic and globally connected automotive
company should have a plan that will help it to link
business processes with IT capabilities and to transform
its IT organizations for greater competitive advantage.
The HP IT Transformation Framework is a blueprint for
transforming automotive IT organizations to close the gap
between business needs and the IT organization’s ability
to deliver. Through a series of interactive workshops, IT
leaders develop:
• Principles describing IT contributions to business strate-
gies and the OEM’s or supplier’s bottom line
• A value proposition stating how IT delivers value to
internal and external customers and stakeholders
• A set of proposed breakthroughs aimed at achieving
innovation and first-in-industry innovation to improve or
enhance competitive advantage
• A set of operational initiatives to take IT efficiency to
higher levels of effectiveness and cost efficiencies
(MOC) actions that will assist in the support of a successful
transformation. Such actions include buy-in workshops,
a structured communication program, and initiatives
focused on the development of new capabilities and
trainings. Structured MOC activities help ensure higher
quality implementations.
The breakthrough objectives and the operational
excellence initiatives have owners in the IT organization
and on the business side. The initiatives cascade down
through the organization. Progress is tracked through
regular and structured review processes, and the actual
financial and operational results are measured and
reported.
These activities create a structured foundation and an “IT
business plan” that help executives create better alignment
between business and IT. The plan helps ensure that IT
programs and investments have a clear impact on
business performance.
HP has worked with a number of automotive IT organiza-
tions applying various elements of the HP IT Transformation
Framework. Applications include:
• Working with a European OEM on redefining the role
and contribution of the IT organization, including
governance and implementation of a Balanced Score
Card (BSC) reporting system.

10
The HP IT transformation framework is designed to create highly visible
leadership around innovation and positive change. The framework maintains
organizational momentum and motivation by:
• Creating and defining communication and dialogue connection points
and methods
• Identifying opportunities to achieve improvements
• Improving knowledge sharing and the re-use of best practices and standards
• Identifying the need for updated team skills and capabilities (which can
help the IT organization provide business value and innovation)
• Minimizing instability and unnecessary disruptions, helping to ensure
that both the transition and transformation are well planned and executed
• Working with a European OEM to define innovative
breakthroughs in the areas of online ordering, high-
visibility supply chains, and retail channel integration.
• Working with a Tier 1 supplier on the reorganization of
the IT organization, setting up a governance structure,
and the creation of a network of global IT centers
In another recent example, a large global OEM asked HP
to help establish a Program Management Office (PMO)
to more effectively manage the stream of IT projects,
allocations of investments, resources, and associated
MOC activities. The company needed leadership and
coaching for projects within a specific business division to
increase execution efficiency, improve process capabilities
and maturity, and create predictable, measurable, and
repeatable processes. HP provided project monitoring
and control and became a trusted partner for advice,
communication, and financial management, as well as
training, delivery, and knowledge transfer across the
organization. Today, HP supports six focus area directors
and 40 project managers, executing more than 75
projects annually. More than 90% of the company’s
planned deliverables are made on time each year.
Get on the road to change
For every business, being innovative to achieve or
maintain competitive advantage is not an option—it is a
means of survival. In today’s competitive global economic
climate, all organizations must review their internal and
external processes and policies in an effort to maximize
operational and intellectual assets. Making this change
requires a partner with the expertise of HP. HP understands
the challenges and difficulties of change—as well as the
associated opportunities—and HP can help your company
convert challenges into true business excellence.
HP’s goal is to help you derive the most benefit from the
knowledge that resides throughout your extended
enterprise by aligning your business and IT processes.
Every day HP helps forward-looking companies seize
innovative practices and technology to achieve maximum
business and competitive results. HP is ready to help you
get on the road to change.
About HP’s automotive group
HP solutions for the automotive industry are focused on
the integration and collaboration of four key areas of the
automotive supply chain environment: from product
design collaboration and product lifecycle management
(PLM) to manufacturing and extended supply chain and
dealer management, sales, warranty, and after-service.
HP technology, products, and services range from the
provision of shop floor PCs and handheld computers
to integrated global enterprise platforms that can
include business and application consulting, end-to-end
implementation, and full multivendor support. In addition,
HP delivers superior partnering or outsourcing of non-core
activities in all forms, from out-tasking to direct business
process outsourcing.
HP serves most of the major automotive OEMs and suppliers
and has been working with many of them for more than
30 years. With this history and experience, HP understands
the challenges of the automotive industry and has strong
alliances, partnerships, global resources, and knowledge
that can help companies gain operational excellence and
innovation in their market.
11
To learn more about HP’s offering, visit
www.hp.com/go/manufacturing/auto
© 2006 Hewlett-Packard Development Company, L.P. All rights reserved. The information contained herein is
subject to change without notice. The only warranties for HP products and services are set forth in the express
warranty statements accompanying such products and services. Nothing herein should be construed as constituting
an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

4AA0-4639ENW, March 2006