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Supplying Toyota

  • September 2013
  • -
  • Supplier Business
  • -
  • 106 pages

Following on from the various crises of 2009, 2010 and 2011, Toyota has surged back to reclaim the title of top global automotive manufacturer (by volume). There are a series of factors supporting this recovery, but in much the same way that the supplier community assisted the OEM to maintain output during those bad years, those same companies have been integral to the company’s on-going rebound.

As the company increases output, this support has centred around managing to deliver a substantial increase in total part volumes, a difficult task after many tier suppliers had reduced production capacity in line with Toyota’s declining output over the preceding years. This has meant investing to ramp up in line with output, while still developing new technologies and working with the OEM to support production of next-generation models.

The other side to the coin is that many of the preferred suppliers working with Toyota are also part owned by the OEM and further, many of those same companies rely on the OEM for most of their business, so there is a vested interest in supporting the carmaker. In some cases, the close ties between the OEM and tier suppliers has resulted in pricing designed to stifle competition, which has resulted in some supplier executives facing heavy fines and even time in prison – without a doubt, this is the darker side of automotive supply.

In addition to covering the very different strategies Toyota uses to manage these inter-company relationships in Japan and other global regions, Supplying Toyota looks at virtually every other area of supply and production, looking at how the OEM is carrying out regional expansion and the decentralization of control from the home market, through to how the Toyota New Global Architecture will affect purchasing. Additionally, the report includes an interview with Emin Atac, director, Purchasing, for Toyota Motor Europe, who talks about how purchasing is managed across the region and coordinated with Toyota Motor Corporation out of Japan.

Table Of Contents

Supplying Toyota
Overview
Global market overview
Financial data
Toyota financial overview

Product and platform strategy
Strategy review
Major model programmes
Corolla
Camry
Prius
Yaris/Vitz
RAV4
Etios
Innova
Tacoma and Tundra
Land Cruiser
Hiace
Platform strategy
Major platforms
1. MC-M (inc. Toyota Camry, RAV4, Prius, Highlander, Avalon, Avensis, Lexus RX)
2. MC-C (inc. Toyota Corolla, Auris, Verso, Lexus CT, Scion tC, xB)
3. IMV (Toyota Hilux, Fortuna, Innova)
4. NBC2 (inc. Toyota Vitz/Yaris, Belta, Aqua)
5. D91B (Daihatsu Mira, Tanto, Toyota Pixis)
6. F2 (inc. Toyota Hilux, Land Cruiser Prado)
7. J (inc. Daihatsu Terios and Toyota Avanza)
8. EFC (Toyota Etios)
9. F1 (inc. Toyota Land Cruiser (200), Tundra, Lexus LX)
10. N (inc. Toyota Crown Royal, Crown Majesta, Lexus GS, LS)
Component-sharing
Volume planning

Production strategy
Production strategy overview
Manufacturing network
JAPAN
NORTH AMERICA
CHINA
EUROPE
INDIA and SOUTH-EAST ASIA
LATIN and SOUTH AMERICA
SOUTH AFRICA AND AUSTRALIA
Internal supply network
Modularisation strategy
Supplier parks
Cluster of reference
Strategies for manufacturing efficiency

Purchasing strategy
Purchasing strategy overview
Levels of vertical integration and outsourcing
Purchasing organisation
Purchasing offices
Key purchasing personnel
Purchasing budget

Supplier selection
Supply base development
Major and strategic suppliers
Supplier selection criteria
Working with Toyota

Global sourcing
Policy and plans
JAPAN
NORTH AMERICA
CHINA
EUROPE

Pricing policy
Cost reduction programmes and strategies
Payment process and terms
Raw material price management

Quality management
Quality level
Quality management systems
Integration into product development
Management of (suppliers and) sub-suppliers
Supplier awards
Technological positioning
Areas of focus
RandD spending
RandD organisation
Access to supplier technology
Approach to alternative fuels, electrification and fuel cells
Special vehicle development

Interview
Introduction to the SuRe Index
Methodology
Executive summary
Profit potential
Organization
Trust
Pursuit of excellence
Outlook

Global footprint

Forward Model Program

Major suppliers
Toyota Highlander 2013
Toyota Tundra 2013
Toyota RAV4 2013
Toyota Lexus ES 2012
Toyota Corolla 2013

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