Tim Armstrong

S&P Global

Senior Vice President – Planning Solutions, Automotive, IHS Markit

Tim heads the automotive Planning Solutions division at S&P Global. He is responsible for the automotive research and analysis of 250 analysts, who help OEMs, suppliers and other automotive stakeholders make better planning decisions. The group’s research ranges from predicting next month’s vehicle production in plants around the world to long range mobility planning and scenarios to 2050. As the world emerges from covid we assess future demand and supply-side bottlenecks. In the context of a decarbonized global economy, the compliance and future of propulsion systems, the rise of electric vehicles (EVs), related technologies and the battery supply chain are focus areas. So too, is the role that technology is playing in shaping future consumer demand for mobility. The team’s research coverage is constantly expanding and includes significant compliance modelling and automotive electronics specialists including a global semiconductor and sensor team. Tim has twenty-five years of experience in the automotive industry, prior to which he was a commodities analyst focusing on base-metals. He holds a Master of Economics degree from the University of Western Australia, and degrees in business, economics and finance. He is based in Paris. Languages include English and French. 

Sessions With Tim Armstrong

Monday, 7 March

  • 07:30pm - 09:00pm (CST) / 08/mar/2022 01:30 am - 08/mar/2022 03:00 am

    The Great Supply Chain Disruption

    Lunch/Dinner Discussion Energy Infrastructure/Supply Chain

    What is unfolding in supply chains is not only disruptive, it is also historic. This is the first major disjunction in the highly integrated supply chain system that has developed over the last three decades of globalization. The intense new debate on inflation adds to the urgency to understand what is ahead for supply chains in 2022. Supply chains used to be something that only supply chain managers talked about. Now they are of deep concern to everyone from consumers waiting for their deliveries to retailers, major manufacturers, prime ministers, and presidents. And they have profound implications for energy production as well as demand. What are the prospects for delays and disruptions for manufacturers and deliveries? Will constraints persist—on container shipping networks, computer chips, and more? What are the implications for labor shortages and the push to automation? What are the operational and strategic responses?