Professional Documents
Culture Documents
1. Toyota in Thailand
Over the past few years, several large car producers have built production
capacities for both the domestic market and exports in Thailand. Cost factors and excess
capacity in traditional home markets were major factors that influenced decisions to shift
production to Thailand. In addition to the arrival of global car producers in the country,
also global suppliers entered the Thai market. As a consequence, local car part suppliers,
who are mainly SMEs, had to restructure their businesses and to compete for new
opportunities.
The ultimate objective of Toyota is to produce vehicles that fully satisfy the
customer. To this end, Toyota has developed three basic principles that guide its
relationship with suppliers with a view to optimising its purchases in a global context.
These principles are the following:
72
TNC-SME Linkages for Development
The Global Optimum Purchasing Framework provides the basis for Toyota’s
worldwide contacts with suppliers. By helping to identify and to recruit the most
competitive suppliers, Toyota ensures that all its branch offices purchase inputs from the
most competitive source. The Framework has three main elements:
The Toyota Target Value System is a complex system that is continuously applied
in Toyota-supplier relationships (see graph 1). Under this system, Toyota and a supplier
agree on a number of long-term issues and objectives to strengthen the supplier’s
competitiveness. In the course of intense consultations, the long-range objectives are
68
Toyota’s strategy towards SME suppliers
scaled down to annual targets, the so-called “target values”. On this basis, the supplier
undertakes appropriate steps and measures to reach these goals as agreed. Progress is
regularly evaluated in terms of organization, effort and achievement and the assessment is
communicated to the supplier. Suppliers that succeed in raising their levels of
competitiveness receive awards. In case suppliers experience difficulties in their efforts to
attain the agreed targets, Toyota provides expertise to analyse the problems and to design
measures to remedy the situation.
As a basic rule, Toyota expects its suppliers to excel in quality, cost, delivery,
engineering, including technology, and management (see graph 2). These are the five key
areas that shape competitive entrepreneurs and make them successful in a competitive
environment. Thus, Toyota requires suppliers to maintain consistently high quality levels
which can be measured in terms of the number of defect parts per million. In addition,
suppliers need to build and to maintain a strong position regarding unique designs or
special technologies, while being cost- competitive. They also need to follow and to
monitor trends in information technology and be able to harmoniously amalgamate state-
of-the-art technology with their business organization.
69
The Reinforcement Program for Current Suppliers
No.1 GlobalCosts
Global Costs
Toyota Target Value System Competitiveness Comparison
Comparison
Database
Database
Common Understanding
Kaizen Annual Target
Cycle
Higher
Supplier Support Program
targets
New Suppliers
Awards Evaluation
70
Toyota’s strategy towards SME suppliers
The most critical factor in this process is the adaptation of the management itself. In
order to survive in the 21st century, the management of supplier firms should be aware of the
implications of globalisation in their domain of business, i.e. entrepreneurs should be able to
follow and to understand global business trends. They should accept change and be prepared
to change, and they should be able to respond quickly. Lastly, management should think and
act locally, i.e. use local resource to the best extent possible and pursue a policy of
localisation or, as it happens in Thailand of “Thainization”.
Toyota is willing to assist its suppliers, but it cannot shoulder the responsibility for
SME development alone. Targeted Government intervention is needed in terms of policies
and support measures for SMEs. In the case of the Thai automotive industry, the
Government should complete the establishment of the Thai automotive institution and extend
its role as an intermediator between SMEs and government departments to ensure more
coherent policies that are consistent with suppliers’ demands. Government departments
relevant to the automobile industry should cooperate and interact more closely in defining
national strategy and regulations. However, the Government’s focus should not be confined
to the automobile industry only. Appropriate policies and measures should also include the
promotion of upstream industries, such as the production of iron sheets or plastic polymers,
which are critical inputs for the car production sector. This also applies to the promotion and
strengthening of local capacities in the area of tool makers and die producers.
Lastly, Government policies are extremely important for the development of human
resources, both in the automotive industry, and in up- and downstream industries, as well as
for the promotion of R&D. In particular, the Government needs to provide resources to R&D
institutions and universities to become centres for skill improvement and technological
development.
71
72
Toyota’s Expectations from Suppliers
Excellence in critical areas
Cost
Quality Delivery
No.1
Management Engineering
72