TOYOTA’s Supplier Network · 2010. 3. 5. · 15 IMV (2) Thailand pickup truck (2500cc-3000cc)...
Transcript of TOYOTA’s Supplier Network · 2010. 3. 5. · 15 IMV (2) Thailand pickup truck (2500cc-3000cc)...
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TOYOTA’s Supplier NetworkTOYOTA’s Supplier Network
2004.10.12
Shigeru MatsushimaProfessor of HOSEI University
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ⅠⅠ TOYOTA’s Supplier SystemTOYOTA’s Supplier System
ⅡⅡ Challenges to TSSChallenges to TSS
ⅢⅢ ConclusionConclusion
contents
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ⅠⅠ TOYOTA’s Supplier SystemTOYOTA’s Supplier System
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Sale to global market in 2004GM ・・・・・・・・・・・・・・・・・ 445(+6.2%)Ford ・・・・・・・・・・・・・・・ 354(+3.3%)TOYOTA ・・・・・・・・・・ 376(+11.2%)Nissan ・・・・・・・・・・・・・ 164(+13.1%)Renault ・・・・・・・・・・・・ 131(+6.6%)Deimler ・・・・・・・・・・・・・ 230(+4.9%)VW ・・・・・・・・・・・・・・・・・ 265(+5.2%)PSA ・・・・・・・・・・・・・・・・ 174(+3.2%) HONDA ・・・・・・・・・・・・ 155(+8.4%)Hyundai ・・・・・・・・・・・・ 133(+9.0%) unit:10,000cars
Automobile Industry
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History of Automobile Industry
1908 T-type Ford started
1921 T-type Ford total sale = 10 million cars
1937 Toyota Automobile Industry Co., Ltd. established
1955 Toyopet Crown started
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Automobile about 30,000 parts
Ford 70% of parts ・・・・・ in-house production 30% of parts ・・・・・ outsourcing
TOYOTA 30% of parts ・・・・・ in-house production 70% of parts ・・・・・ outsourcing
What is TOYOTA Supplier System ?
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Ford
Ford <flat structure> 2,000~5,000 parts suppliers
market oriented transaction
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TOYOTA TOYOTA <multiple tier structure>
200~300 parts suppliers (Tier 1)
each Tier 1 supplier has 30~50 parts suppliers (Tier 2)
each Tier 2 supplier has many Tier 3 suppliers
* long term transaction (competition & cooperation)
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Simultaneous Engineering ・・・・・ rapidness(*)
・・・・・ flexibility ・・・・・ quality
competition
Merits of TSS
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Design Line Off 1 year (7 years ago ・・・・・ 2 years) TOYOTA in Europe 2 years Other European Producers 3 years
* Rapidness
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ⅡⅡ Challenges to TSSChallenges to TSS
(1) rapid R&D for new models
(2) globalization
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competition in domestic market new model competition (ex) Vitz (Toyota) Fit (Honda) Ist (Toyota)
rapidness is much more important for suppliers simultaneous engineering guest engineer
(1) rapidness
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(2) Globalization of TOYOTA 1964 Thailand1968 Malaysia1969 Indonesia1984 NUMMI(US)1985 Taiwan1988 Kentucky (TMMK)1988 Canada (TMMC)1989 Philippine1992 UK1996 Vietnam1997 Indiana (TMMI)2001 France2002 China2005 Czech (Toyota, Peugeot, Citroen) South Africa (IMV) Argentina (IMV)
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IMV (1)
Innovative International Multi-purpose Vehicle(TOYOTA)
Global strategic vehicle
= local production, global market
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IMV (2) Thailand pickup truck (2500cc-3000cc) 2004/8~ 280,000 cars/year (export 140,000 cars)
Indonesia minivan (one-boxcar) 2004/9~ 80,000 cars/year (export 10,000 cars)
South Africa 2005~ 60,000 cars/year (export 45,000 cars)
Argentina 2005~ 60,000 cars/year (export 45,000 cars)
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IMV (3)
Local content ratio of parts in ASEAN
60% 96% for cost down
Diesel engine concentration in Thailand Gasoline engine concentration in Indonesia
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Supplier should choose his own strategy
(Option 1) follow the globalization of TOYOTA as Tier 1
(Option 2) keep the domestic supplier’s position, but as Tier 2
strategy of supplier
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Established: 1946 Capital Stock: 2,223 million yen Employees: 2,000 (textile weaving machine parts metal press parts)
Toyoda Iron Works - option 1
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1996 Indonesia 1997 Kentucky 1998 India 2003 Turkey 2004 China
Production of metal press and welled automobile components
Globalization of Toyoda Iron Works
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33 Tier 2 suppliers fine division of labor
Pressing ・・・・・・・・・・・・・・・・ 9 10~85 employeesCutting ・・・・・・・・・・・・・・・・・ 3 64~105Heat treatment ・・・・・・・・・ 2 39~88Resin processing ・・・・・・・ 2 12~25Painting ・・・・・・・・・・・・・・・・ 3 25~200Plating ・・・・・・・・・・・・・・・・・ 1 37Aluminum die-casting ・・・ 1 46Trial manufacturing ・・・・・ 4 17~66Die making ・・・・・・・・・・・・・ 8 12~85
Tier 2 suppliers of Toyoda Iron Works
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Established: 1938 Capital Stock: 450 million yen
Employees: 1,264
Kojima Press Industry - option 2
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History of Kojima Press
Mosquito-repellent incense trader (1917)
Manufacturer (1921)
Metal press parts supplier (1937)
Plastic parts supplier (1962)
Electric devices supplier
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Strategy of Kojima Press Industry
Diversification Strategy subsidiary
Metal press parts 5,500 items Plastic parts 6,400 items Electric parts 100 items
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ⅢⅢ ConclusionConclusion
“a steep place near the mountaintop” TOYOTA supplier System has superior competitiveness