Coffee Talk “Where should a successful journey for the European aluminum foundry industry lead, Professor?”

Prof. Dr. Stefan Bratzel is the founder and director of the Center of Automotive Management (CAM) in Bergisch Gladbach and is considered one of the leading experts in the automotive and mobility industry. After studying political science at the Free University of Berlin, he earned his doctorate and then worked as a research assistant. His career has included positions as product manager at Daimler (smart) and as program manager and head of business development at well-known companies in the industry. Since 2004, he has been a professor and program director for automotive management at the University of Applied Sciences. His research focuses on innovation trends in the automotive industry and future issues in mobility.

Christopher Boss/Johannes Messer

First of all, thank you once again for your interesting and inspiring keynote speech at the third EUROGUSS Executive Circle. The European aluminum foundry network aims to work with the automotive industry to develop and industrialize technologically and economically benchmark automotive casting products. Total cost of ownership must be the common goal. Do you consider the chosen approach (cooperation, common goal) to be the right one?

Prof. Dr. Stefan Bratzel

Yes, this approach is not only correct, it is absolutely essential in the current transformation phase of the automotive industry. We are in one of the most profound periods of change since the industry was founded: decarbonization, digitalization, disruptive business models, and massive global competition—especially from China—are fundamentally changing value chains. In this context, it is no longer enough for suppliers to act purely as executors. They must become strategic innovation partners.

A European foundry network that consciously focuses on common development goals with OEMs has the potential to combine technological excellence with economic scalability. The focus on total cost of ownership is particularly important. It is no longer just about the unit price of a component, but about the efficiency and sustainability of the entire vehicle system over its life cycle. Foundries that position themselves as development partners with a systematic understanding will continue to be indispensable in the future.

In addition, such a network structure strengthens European industry as a whole.

Christopher Boss/Johannes Messer

In many of your publications, you recommend innovation as an essential guarantee of success in international competition. In the automotive sector, Europe has always been at the forefront of innovation and industrialization. What do we need to do to get back there?
 

Prof. Dr. Stefan Bratzel

Europe has a strong industrial base and decades of experience in vehicle technology, safety, and production. However, this expertise is at risk of eroding if we focus too much on incremental optimizations while other regions—especially China—are investing heavily in disruptive technologies and platform models. Innovation is not only a technical issue, but above all a cultural and strategic one. So what needs to be done?

• Promote systemic thinking: Foundries must see themselves more as part of a holistic vehicle architecture. Issues such as lightweight construction, functional integration, thermal management, and recyclability must be considered at an early stage—together with OEMs, tech partners, and research institutions.
• Be more courageous with forward-looking strategies: Innovations do not arise from day-to-day business, but from targeted investments in development, talent, and new business models. Europe needs more optimism about the future and less fear of disruption. Those who simply wait for existing programs will miss out on the change.
• Cooperation instead of competition: Medium-sized foundries in particular can share development risks, pool expertise, and tap into new markets through alliances such as the aforementioned network. In China, we see how strategic alliances are promoted by the state and accelerated by the private sector. We in Europe need to act more intelligently in this regard.
• Policy with industrial policy support: Europe must not control industry solely through regulation. Targeted innovation and investment incentives are needed, especially for energy-intensive industries such as foundries. Those who want to reduce CO₂ emissions must also be prepared to enable investments in efficiency and the circular economy.

Ultimately, it is about a renaissance of European innovation—but based on today's reality: global competition, new fields of technology, and changing user behavior. Those who ignore these developments will lose out—those who shape them can return to the top.

Christopher Boss/Johannes Messer

China is investing heavily in new manufacturing technologies such as giga casting and has built up large parts of the e-mobility value chain in its own country. How do you assess Europe's current competitive position in aluminum die casting?

Prof. Dr. Stefan Bratzel

Over the past five years, China has caught up massively, not only technologically but also structurally. Europe, on the other hand, suffers from high energy costs, fragmented supply chains, and a political decision-making process that is sometimes too slow.

If we want to preserve Europe's industrial core – and that includes the aluminum die casting industry – then we need nothing less than a strategic restart: with a clear technology roadmap, international cooperation, and an industrial policy protective shield that does not protect against competition, but against location decline.