Studien har syftat till att bidra med kunskap om hur leverantörer inom fordonsindustrin arbetar med strategisk kompetensförsörjning för att hantera de pågående omvärldsförändringarna inom fordonsindustrin. Fordonsindustrin genomgår för närvarande en omfattande förändring med teknikutveckling och förändrade förutsättningar, vilket påverkar behovet av kompetens och hur industrin arbetar med sin kompetensförsörjning. Detta gäller såväl fordonstillverkare (OEMer) som dess leverantörer. Det finns idag en relativt god bild om hur kompetensomställning hanteras av större, ofta globala företag, men att det finns ett underskott i forskningen om hur små- och medelstora företag (SME) arbetar. Leverantörerna utgör uppemot 50 procent av den totala fordonsindustrin och av dessa är 80 procent SMEs. Mot bakgrund av detta finns det alltså ett behov av att närmare undersöka hur leverantörerna arbetar med strategisk kompetensförsörjning. Studien har haft en abduktiv forskningsansats innebärande att teoretisk referensram och insamling och bearbetning av data har skett iterativt i en cyklisk process. Detta för att säkerställa en hög grad av tillförlitlighet, relevans och pålitlighet i slutsatserna. Tidigare forskning har bl.a. visat att företag ofta har ett kortsiktigt perspektiv i sitt arbete med kompetensförsörjning där rekrytering, kompetensutveckling och vara en attraktiv arbetsgivare varit viktiga komponenter. Forskningen har vidare visat att det pågår en omställning inom fordonsindustrin med anledning av Industri 4.0 och Industri 5.0 och att detta medför att nya roller och arbetsuppgifter uppstått, vilket driver på ett behov av kompetensomställning. Genom semistrukturerade intervjuer med respondenter från 17 leverantörsföretag inom fordonsindustrin har tre utmaningar som leverantörerna upplever och sju strategier som leverantörernas använder sig av för att säkerställa tillgång till rätt kompetens kunnat identifierats. Utmaningarna består av att behålla personal, kunna rekrytera personal med rätt kompetens och att kunna hantera förändringar av kompetensbehov som ett resultat av teknikförändringar. Bland de strategier som används finns utveckling av nya kompetenser, bl.a. genom rekrytering och kompetensutveckling samt att ingå partnerskap med andra företag. Sex övergripande slutsatser har dragits i studien. Dessa är att: 1) Leverantörerna i fordonsindustrin har utmaningar med sin kompetensförsörjning. 2) Det är en stor spridning bland leverantörerna i hur de arbetar med sin kompetensförsörjning. 3) Det är skillnader mellan produktionsföretag och tjänsteproducerande företag avseende utmaningar och strategier. 4) Det krävs ett flertal olika strategier för att leverantörerna ska kunna säkra sin kompetensförsörjning 5) Leverantörerna behöver arbeta med att säkerställa tillgången av flera olika sorters kompetenser för att fortsatt vara konkurrenskraftiga och 6) Kompetensutveckling av befintligt anställda är en central strategi att säkra tillgången till rätt kompetens. / This study has aimed to contribute with knowledge and understanding on how suppliers in the automotive industry works with strategic competence management to handle the ongoing technological changes in the automotive industry. These changes have implications on the competence needs and how the companies work with its competence management processes. This includes manufactures (referred to as OEMs – Original Equipment Manufacturers) and their suppliers. Today, it exists a relatively good understanding on how larger, often global, companies work with skills and workforce transformation, but there is less research on how these are handled by small- and medium enterprises (SMEs). The suppliers in the automotive industry constitute as much as 50 percent of the total industry and 80 percent of the companies are SMEs. Against this background, there is thus a need to further research how the suppliers work with strategic competence management. The study has an abductive research approach which means that the theoretical framework and the collection and processing of data have been carried out iteratively. This is to ensure a high degree of credibility, relevance and dependability of the conclusions. Previous research has shown, among many things, that companies often have a short-term perspective on their competence management initiatives whereby recruiting, on the job-trainings and being an attractive employer have been key components. Previous research further shows that there is an ongoing transition within the automotive industry as a result of Industry 4.0 and Industry 5.0 where new roles and tasks emerge in working places. This drives a competence and skills transformation of the industry. Through semi-structured interviews with respondents from 17 suppliers in the automotive industry, three challenges that the suppliers are facing and seven strategies that they are using,have been identified related to their competence management work. The challenges consist of maintaining staff, recruiting staff with relevant knowledge and skills as well as managing the changes in competence needs as a result of technology changes. Examples of strategies used are development of new competences through recruitment, trainings and to develop partnership with other companies. Six general conclusions have been drawn in the study. These are that: 1) Suppliers in the automotive industry have challenges with their supply of competencies. 2) There is a large gap between different companies on how they work with competence management. 3) There are differences between production companies and service delivery companies. 4) Several strategies are needed for the suppliers to ensure access to relevant competencies. 5) The suppliers need a range of different competencies to stay competitive, and 6) Competence development training of employees is a key strategy to ensure access to relevant competence.

The current global changes and regulations in sustainability have a direct impact on suppliers to the automotive industry. Therefore, it is crucial for suppliers to the automotive industry to proactively monitor developments to avoid risking their competitiveness. This involves an increased focus on documentation and compliance with sustainability policies and certifications. Company X is a family-owned company located in Gnosjö, operating for nearly 80 years and supplying products to the automotive industry, among other sectors. The company specializes in industrial work and focuses on machining (turning and milling). To remain competitive and, above all, relevant for at least another 80 years, they strive for continuous development to meet customer demands. The guiding philosophy is to operate within the ”Global Automotive Sustainability Guiding Principles”, which clarify the automotive industry ́s expectations regarding sustainability efforts from their suppliers. In late 2022, Drive Sustainability, responsible for creating and maintaining the Self-Assessment Questionnaire (SAQ), raised the requirements from SAQ 4.0 to SAQ 5.0. The consequence of not being approved before June 2023 is the inability to initiate new business as a supplier to Scania. The thesis was conducted at Company X with the aim of investigating what is required for Business X to upgrade from SAQ 4.0 to SAQ 5.0. This involved identifying any gaps in the company’s environmental and quality management systems in relation to the SAQ portal. The project also aimed to examine whether the current quality and environmental management system needs adjustment to better reflect data in the SAQ portal. The main task of the author was to explore possible solutions to help Company X and other SMEs implement the SAQ process in a resource-efficient manner. To achieve the study ́s purpose, an analysis of the documentation in the company ́s environmental and quality management systems in relation to the SAQ portal was conducted. This analysis was used to identify the resources required to meet the requirements in the SAQ. Based on the formulated research questions, gaps in the company ́s environmental and quality management systems were identified concerning the SAQ portal. Additionally, proposals and arguments were provided for adjustments to the current management system. The result of the thesis was that Company X acted on the suggestions and was approved in SAQ 5.0 with a fulfillment rate of 81%, compared to the previous score 79% in SAQ 4.0. The model presented in the analysis of the SAQ scoring system can also be utilized by other SMEs to implement the SAQ process in a resource-efficient manner.