In June, Jeneanne Hanley, head of business development and strategy at Southfield-based
Lear Corp.'s hybrid and electric vehicle business unit, took part in a meeting that would have been unthinkable a few years ago.
A customer was making a pitch, hoping to buy Lear's parts.
The potential customer, one of dozens of automotive startups that aim to sell electric vehicles, was at Lear to “give a presentation to us as to why they think they'll be successful,” Hanley recalled.
The proliferation of alternative-vehicle startups poses difficult questions to suppliers. Which ones will survive and therefore pay their bills, and which won't?
And how many engineering resources should a supplier devote to these new customers, helping them integrate the supplier's parts into unproven vehicles?
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