Current location - Education and Training Encyclopedia - Graduation thesis - Toyota supply chain management paper
Toyota supply chain management paper
Toyota plays an important role in the global automobile industry and is one of the top 500 enterprises in the world. The following is a paper on Toyota supply chain management that I compiled. Thank you for reading.

Toyota supply chain management paper 1 Toyota supply chain management strategy

Abstract: Toyota occupies an important position in the global automobile industry and is also one of the top 500 enterprises in the world. Toyota's success lies not only in its lean model, but also in its * * * sharing system with suppliers and employees and its partnership with suppliers. This paper mainly interprets Toyota's supply chain management strategy from the aspects of supplier partners, production mode and dealers.

Keywords: supplier partners; Lean production; Dealer link

China Library Classification Number: F27 Document Identification Number: A

First of all, the supplier partner in Toyota mode.

When Toyota opened its first factory in North America, people questioned whether it could replicate the supply system that contributed to Japan's great success. In view of this situation, Toyota began to develop local resources by establishing joint ventures with traditional Japanese suppliers and carefully selecting local suppliers. Toyota has established a detailed supplier relationship system, including a series of complex systems, control methods and cultural connections. Toyota adopts a strict evaluation system to evaluate the performance of suppliers, but these are based on frank communication and mutual trust with suppliers. Toyota has established a deeper relationship foundation than ordinary supply chain management to achieve sustainable development. Let's analyze the relationship between Toyota and its supplier partners from seven aspects.

(1) Get to know each other. The foundation of establishing partnership begins with mutual understanding, but it is not easy to do this. For Toyota, field trips are a direct way to get to know its partners. The so-called on-site thing is to go directly to the scene to observe and understand the situation.

(2) interlocking structure. The chain structure between Toyota and its suppliers is like marriage. Its technical system, social system and cultural system are closely intertwined. Suppliers should not only achieve outstanding performance, but also develop into a seamless extension of Toyota's tempered lean system. The workflow of investment interdependence not only refers to a series of requirements put forward by customers to suppliers, but also means that the working methods they adopt are mutually adaptive and compatible. If the customer requires immediate production when delivering the materials, then the supplier should not pay for the materials in stock, but should have the ability to produce in time. If customers sometimes need to change their product portfolio quickly, then suppliers should also have this ability. In the whole process, the process of product design, production, inspection and delivery should be seamless, as if each party is an extension of the other.

(3) Control system. Toyota allows suppliers to act independently, but based on the fact, suppliers play a vital role for Toyota. It is impossible for Toyota to sit idly by and ignore the quality and reliability of parts, so Toyota uses a complex system to evaluate products, set goals and monitor performance. Toyota has set up a central control center for parts provided by suppliers, so that Toyota can know the real-time production situation of various parts suppliers. The production control system can know the important performance delivery indicators of suppliers in detail. In the case of transportation errors and quality problems, Toyota requires suppliers to send out early warning signals with indicators, and suppliers must respond to any problems in quality, cost or delivery in time to avoid impact. However, we can't just let junior engineers handle these problems. Toyota also asked the top management of the supplier to solve the problem in person, so as to use the opportunity to solve the problem to educate the supplier.

(4) compatibility. Toyota enjoys a good reputation for its excellent engineering level and manufacturing technology, and regards suppliers as an extension of technical capabilities. Suppliers should not only have the ability to manufacture parts according to engineering design documents, but also innovate in product design and production technology, and cooperate closely with Toyota in product development.

(5) Enjoy information. Toyota strongly supports information sharing, but requires that the information shared by * * * should be targeted and the forms of information and data shared by * * * should be clear. In order to improve the automobile development and manufacturing process, a lot of information must be shared. However, to achieve the goal of reducing costs required by Toyota, we can't just rely on improving manufacturing technology. Toyota, for example, estimates that 70% of the purchasing staff will be used in the product development and launch stage, especially in the initial stage of product development, each company will take out the most sensitive private information for public discussion and truly realize information sharing. Of course, the necessary premise of information enjoyment is mutual trust.

(6) * * * has been improved. Toyota's goal of guiding suppliers to learn lean methods is not only to teach them how to use the right tools or methods, but also to teach them the way of thinking to deal with problems and improve processes. Toyota will let suppliers learn and make progress through practice and experience. The purpose of Toyota's teaching is to enable suppliers to provide products to Toyota at low prices and profit from them.

(7) improvement and learning. The first six levels of supplier partnership have laid a certain foundation for improvement and learning. If a lean expansion enterprise wants to be invincible in the competition, it must have a good cooperative partnership between the enterprise and the supplier, the enterprise needs to establish a culture of continuous improvement, and the partners need to learn together.

Second, lean production.

(a) Only products that can be sold are produced. The essence of production is to produce products that are more affordable and needed by more people in time. No matter in the past or in the future, this will never change. Toyota clearly realized in the production process that it should? Only produce products that can be sold? In order to produce only marketable products, we must curb overproduction in all aspects and seize the best opportunity for sales. To achieve this, we need to pay attention to the following problems: first, just-in-time production, the principle of which is that the latter process only takes the necessary number of necessary products produced by the former process when necessary, while the former process only produces the necessary number of products and never produces products that cannot be sold. If such a production system can be formed, it will not cause product backlog; Secondly, Toyota also believes that it should not be produced too early. From production to sales, all links should be in accordance with the concept of just-in-time production, and the work schedule should not be changed without authorization. It is necessary to grasp the production time and progress.

(2) No defective products were found, but no defective products were produced. Another pillar of Toyota's production model is automation. What does Toyota use in the production process? Manual automation? In the production process of machinery and equipment, if there is an abnormal situation, the machine will automatically check the abnormal situation and stop production, so that there will be no defective products. Toyota's production philosophy is not to pick out defective products through inspection, but to find out defective products at work. When there are abnormal situations such as defective products and operational errors, the switch in a fixed position will start the signal light to inform the staff, and someone will quickly rush to the scene to deal with it. In the process of handling, the management supervisor will ask why five times to thoroughly find out the real cause of the abnormal situation, and then carry out customized production. Workers at the production site will never start the machine until they find the ideal countermeasures.

(3) uninterrupted production process. In lean production, one piece flow production is an ideal model, and one piece flow production is also called continuous process. If the product can continuously flow through each operation step, the waiting time will be greatly reduced, the process distance will be shortened and the production efficiency will be greatly improved. The continuity of the uninterrupted process shortens the production cycle, thus shortening the cycle from cost payment to cash recovery. Third, the dealer link.

(1) raises dealers. Dealer recruitment is the most important thing in developing sales network. Since 200 1, Toyota has officially upgraded its brand dealers who sell domestic cars in China market. The first fundraising did not take an open way, mainly by launching small-scale fundraising activities within the Toyota system. Most of the first two stores identified by Toyota were selected from Toyota's old TASS store, which is Toyota's special maintenance station. At the initial stage of developing China market, Toyota is good at making full use of existing mature resources, maintaining existing customers and improving brand loyalty of old customers.

After entering the China market, Toyota strictly abides by the principle of "what is in place". They attach great importance to the qualifications of these dealers, especially the capital, market and industry experience. In the strict screening system, the final dealer is one in a hundred.

Establishing a perfect evaluation and selection system is a necessary condition for enterprises to screen out excellent distributors. Generally speaking, the evaluation of a dealer should be carried out from two aspects: people and things. First, people? People here not only refer to the assessment of dealer management, but also require strict assessment and audit of the general manager and a comprehensive evaluation of the quality and ability of employees. Toyota mainly examines the comprehensive quality of operators in information reception and analysis, customer retention, language expression, data accumulation, customer communication, planning creativity, statistical analysis and so on. In the assessment of employees, manufacturers usually take the form of surprise questions to inspect the relevant business personnel of dealers. Second,? Things? It refers to whether the hardware facilities of the dealership meet Toyota's standards. It mainly examines whether the dealership has the ability to provide car sales, maintenance and spare parts, and whether it has set up areas required by manufacturers such as children's entertainment areas and maintenance customer rest areas.

(2) Building sales outlets. When a manufacturer chooses a dealer as a brand agent, it is necessary to start the construction of sales outlets. General network construction is divided into new construction, reconstruction and addition. Before the hardware facilities of outlets are built, manufacturers generally need to consult dealers about the construction of outlets.

Toyota pays attention to cultivating customer satisfaction (CS) awareness of sales outlets. CS ability is an important index to measure the management ability of automobile specialty stores. Therefore, for newly opened dealerships, we must first cultivate their CS awareness. At that time, Toyota Investment Company also specially organized a research group for CS survey, and entrusted the survey company to conduct a customer satisfaction survey. This customer satisfaction survey has been going on for a long time. Through the questionnaire survey, we can see that customers are satisfied with the service and operation of the dealership. If the distributor fails to meet the requirements of the manufacturer within a certain assessment period, it may be disqualified.

Establish a computer management system for sales outlets. If an enterprise wants to succeed, it needs not only manpower, material resources and financial resources, but also useful information. Information has become an indispensable core factor in enterprise management. The invention of computer makes information provide people with a lot of help and promote the progress of mankind. The development of automobile industry is inseparable from the transmission of information. In order to develop business efficiently, automobile enterprises should design a convenient information system to cope with the ever-changing industry competition environment. For Toyota's information system, it generally includes information transmission and communication between manufacturers and dealers, which also enables dealers to enjoy information resources.

Main references:

[1] Sui Yu Ming. Research on the relationship between enterprises and suppliers [J]. Journal of Guangxi University of Finance and Economics, 20 10. 1.

[2] Wu. Analysis of the cooperation relationship between Toyota and its suppliers [J]. Financial supervision, 20 1 1.5.

[3] Li Heping. Research on influencing factors of supply chain trust mechanism [D]. Dongbei University of Finance and Economics, 20 10.

Click the next page for details >>& gt Toyota Supply Chain Management Paper