Next-gen EV platforms harness new opportunities to optimize the product and business case

This article is authored by John Johnston, Chief Engineer Body Structures, Tata Technologies.
The integration of advanced EV platforms is rapidly transforming vehicle development in the automotive industry. We have never seen such profound changes in vehicle development and market entry. The rapid advancement of technologies, the advent of innovative design techniques, and the widespread adoption of automation and active knowledge bases have collectively reduced the lead times for new model introductions.This acceleration is primarily driven by new startup companies eager to disrupt traditional development and manufacturing processes.
These startups, despite lacking complete in-house vehicle development capabilities, have significant advantages over established original equipment manufacturers (OEMs). Their lack of bureaucracy allows for quick decision-making, and their willingness to course-correct during the development process—despite the associated risks—enables them to maintain competitive, state-of-the-art products. Unlike traditional OEMs, which often view late changes as expensive and risky, these startups manage changes in tandem with the main development program, ensuring the final product meets the highest standards.

Where these startups may fall short in experience, processes, and tools, they often turn to external service providers (ESPs) to bridge the gaps. This symbiotic relationship benefits both parties: startups gain access to technical capabilities and processes, sometimes even paying for knowledge transfer, while ESPs gain valuable experience working with shortened new model introduction times—an experience that becomes a critical asset in their business arsenal.
A crucial aspect of this industry transition is the development of efficient platforms that cover a broad range of vehicles. These platforms are designed to meet safety and performance requirements while optimizing the business case, with a particular focus on reducing costs and weight.
Historically, various strategies were employed to quickly introduce new electric vehicles (EVs) to the market. Startups, in particular, needed to generate revenue rapidly to justify large investments, leading to a variety of approaches:
The industry is now moving toward next-generation modular platforms for pure BEV vehicles, which open up opportunities previously impossible with ICE vehicles. The proportions of the vehicle and time to market can be significantly improved using appropriate techniques.
Many next-generation BEV platforms have transitioned from front-wheel drive to rear-wheel drive, supported by all-wheel drive for premium products/ derivatives. This shift offers key benefits, such as reducing the front overhang due to smaller packaging requirements, resulting in greater crush space for crash requirements. Additionally, with a smaller heel-to-center-of-wheel distance, occupants can be moved forward, enhancing cabin space.
A pure BEV platform enhances body structure efficiency by integrating the battery pack’s structural components. This efficiency is further enhanced by reducing part counts, for example, by using the battery pack as a replacement for the floor panel, incorporating Giga castings, and adopting other new technologies.
Moreover, treating key systems as commodities aids in reducing new model introduction times. For instance, the powertrain, which was once manufactured in-house by OEMs for ICE vehicles, is now often sourced externally for BEVs. Leveraging lessons learned and design guidelines for system integration accelerates the development process, allowing next-gen EV platforms to bring products to market more efficiently.
Next-gen EV platforms unlock opportunities for optimizing product development and business strategies. By embracing these innovations, manufacturers can reduce costs, accelerate EV adoption, and position the industry to lead the way towards a cleaner, smarter future.
Disclaimer: Views and opinions expressed in this article are solely those of the original author and do not represent any of The Times Group or its employees.