Tesla 2016 Annual Report Download - page 16
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Please find page 16 of the 2016 Tesla annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.Whilewemaybeabletoestablishalternatesupplyrelationshipsorengineerreplacementcomponentsforoursinglesourcecomponents,wemaybeunable
todosointheshortterm,oratall,atpricesorcoststhatarefavorabletous.Inparticular,whilewebelievethatwewillbeabletosecurealternatesourcesof
supplyformostofoursinglesourcedcomponentsinarelativelyshorttimeframe,qualifyingalternatesuppliersordevelopingourownreplacementsforcertain
highlycustomizedcomponentsofourvehiclesmaybetimeconsuming,costlyandmayforceustomakeadditionalmodificationstoavehicle’sdesign.
Thislimitedsupplychainexposesustomultiplepotentialsourcesofdeliveryfailureorcomponentshortagesfortheproductionofourvehiclesand
powertraincomponents.WemayexperiencedelaysduetosupplychaindisruptionswithrespecttoModelS,ModelX,Model3andanyotherfuturevehiclewe
mayproduce,suchasthoseweexperiencedin2012inconnectionwithourslower-than-anticipatedModelSramp.Inaddition,ourcurrentlyongoingtransition
fromlowtohighvolumeproductiontoolingforModelXmaytakelongerthanexpectedwhichmayadverselyimpactourshort-termfinancialresults.
Changesinbusinessconditions,laborissues,wars,governmentalchanges,naturaldisasterssuchastheMarch2011earthquakesinJapanandotherfactors
beyondourcontrolorwhichwedonotpresentlyanticipate,couldalsoaffectoursuppliers’abilitytodelivercomponentstousonatimelybasis.Furthermore,ifwe
experiencesignificantlyincreaseddemand,orneedtoreplacecertainexistingsuppliers,therecanbenoassurancethatadditionalsuppliesofcomponentpartswill
beavailablewhenrequiredontermsthatarefavorabletous,orthatanysupplierwouldallocatesufficientsuppliestousinordertomeetourrequirementsorfill
ourordersinatimelymanner,orthatwecouldengineerreplacementcomponentsourselves.
Changesinoursupplychainhaveresultedinthepast,andmayresultinthefuture,inincreasedcost.Wehavealsoexperiencedcostincreasesfromcertain
ofoursuppliersinordertomeetourqualitytargetsanddevelopmenttimelinesaswellasduetodesignchangesthatwemade,andwemayexperiencesimilarcost
increasesinthefuture.Additionally,wearenegotiatingwithexistingsuppliersforcostreductions,seekingnewandlessexpensivesuppliersforcertainparts,and
attemptingtoredesigncertainpartstomakethemlessexpensivetoproduce.Ifweareunsuccessfulinoureffortstocontrolandreducesuppliercosts,ouroperating
resultswillsuffer.
Finally,inOctober2013,weenteredintoanamendmenttoourexistingsupplyagreementwithPanasonicCorporationinordertoaddressouranticipated
short-tomedium-termlithium-ionbatterycellneeds.Whileweexpectthatthissupplyagreement,asamended,willprovideuswithsufficientcellsforthenextfew
years,wemaynotbeabletomeetourlong-termneeds,includingforModel3andotherprogramswemayintroduce,withoutsecuringadditionalsuppliersorother
sourcesforcells.WehavesignedanagreementwithPanasonictobeourpartnerintheGigafactoryandberesponsiblefor,amongotherthings,manufacturingcells
fromthereforuseinourproducts.Ifweencounterunexpecteddifficultieswithourcurrentsuppliers,includingPanasonic,andifweareunabletofilltheseneeds
fromothersuppliers,wecouldexperienceproductiondelays,whichcouldhaveamaterialadverseeffectonourfinancialconditionandoperatingresults.
Our future growth is dependent upon consumers’ willingness to adopt electric vehicles.
Ourgrowthishighlydependentupontheadoptionbyconsumersofalternativefuelvehiclesingeneralandelectricvehiclesinparticular.Ifthemarketfor
electricvehiclesdoesnotdevelopasweexpect,ordevelopsmoreslowlythanweexpect,ourbusiness,prospects,financialconditionandoperatingresultswillbe
harmed.Themarketforalternativefuelvehiclesisrelativelynew,rapidlyevolving,andsubjecttonumerousexternalfactors,suchas:
·perceptionsaboutelectricvehiclequality,safety,performance,cost,andtheconvenienceofcharging;
·perceptionsaboutthelimitedrangeoverwhichelectricvehiclesmaybedrivenonasinglebatterycharge;
·theavailabilityofothertypesofalternativefuelvehicles,includingplug-inhybridelectricvehicles,improvementsinthefueleconomyofthe
internalcombustionengine;
·volatilityinthecostofoilandgasoline;
·governmentregulationsandeconomicincentives;
·andaccesstochargingfacilities.
If we fail to manage future growth effectively as we rapidly grow our company, especially internationally, we may not be able to produce, market, sell
and service our vehicles successfully.
Anyfailuretomanageourgrowtheffectivelycouldmateriallyandadverselyaffectourbusiness,prospects,operatingresultsandfinancialcondition.We
continuetoexpandouroperationssignificantlyinternationally,particularlyinAsia.Ourfutureoperatingresultsdependtoalargeextentonourabilitytomanage
thisexpansionandgrowthsuccessfully.Risksthatwefaceinundertakingthisglobalexpansionincludecontrollingexpenses;establishingsufficientsales,service
andSuperchargerfacilitiesinatimelymanner;adaptingourproductstomeetlocalrequirements;implementingtherequiredinfrastructure,systemsandprocesses;
andfindingandhiringasignificantnumberofadditionalpersonnel,includingmanufacturingpersonnel,designpersonnel,engineersandservicetechnicians.
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