On the basis of delays in product deliveries, clearly the first point. As regard the economic investment, the second one.

Fredriksson, G., Roth, A., Tagliapietra, S., & Veugelers, R. (2018). Is the European automotive industry ready for the global electric vehicle revolution? (No. 2018/26). Bruegel Policy Contribution.

From global perspective, these are all good and valid points. However there should be also point noted from perspective of individuals. As Covid-19 has shown, many jobs can be done by employees from the leisure of their homes. This come with added benefits of mostly not needing a vehicle. There is always public transport, if any is needed and so vehicles for the common users (which is also the majority) does not hold the same value as before. Also overpopulation/ecology structure in cities, and limits those place upon the number of cars (mostly with I.C. engines) one can own or where they can be operated, are from my understanding big factors for majority to either choose EV, if vehicle is needed or not to choose any at all.

E. Lasting economic impact left from Covid-19

Pütz, F., Murphy, F., Mullins, M., & O’Malley, L. (2019). Connected automated vehicles and insurance: Analysing future market-structure from a business ecosystem perspective. Technology in Society.

Batson, R. (2008). A survey of best practices in automotive supplier development. International Journal of Automotive Technology and Management.

The conclusions of our research are the following: supplier development is a widespread and well-justified business practice among automotive OEMs today, but not among lower tiers; there is a consensus that supplier development improves supplier performance, but most companies limit development efforts to suppliers who are underperforming but with which some extended relationship exists; as the supplier relationship progresses towards partnership, OEMs are more willing to engage in supplier development and indeed in direct involvement requiring commitment of their time and resources.