Homework 1-: Toyota

Homework 1-
Toyota
SWOT analysis of Toyota Motor Corp TM
Strengths Weaknesses
1. Global leader in vehicle production; market 1. Product recalls – image has taken a beating;
share –11.8% (Dec-13); sales – $252bn; costly exercise; $1.2 bn penalty to US govt;
2. Global capacity of 10 mn units – 52 plants in 2. Asia is the fastest growing market – market
27 countries & 16 plants in Japan; share in AxJ is 6%, not making enough
3. Operating margin at 10.8% (Q1FY15) higher headway in China and rest of Asia;
than competition 3. No immediate plan for investment – as
company is focussing on internal measures –
“Always Better Cars”.
Opportunities Threats
1. On-going efforts at reducing COGS & SG&A 1. Nearest competitor is Volkswagen; playing a
expenses – expected to boost margins; fast catch-up (its MQB platform almost ready);
2. Roll-out of Toyota New Global Architecture 2. Yen expected to appreciate – will adversely
(TNGA) will standardize platforms; affect profits and exports
3. Growing sales of Lexus (luxury) in US; 3. Increase in wages and sales tax (from 5% to
4. Introducing contemporary models and focus 8%) in Japan from Apr 14; wage bill and cost
on green cars. of components & parts will rise in Japan and
5. Smart alliances with Intel, Google, BMW. thus lead to lower margins (note: Japanese
operations have highest margins in the co)
Source: company website, public domain information and data

Current manufacturing & distribution strategy
Exports from
Japan have
bridged the gap
in USA, Europe &
other countries
100%=9.03mn units 100%=9.12mn units
Source: company website
A. Export strategy becoming untenable on long-term basis due to expected

appreciation of yen and rising operating expenses in Japan
B. Key factors for deciding location and capacity of plants:
1. Being close to where the market is
• Examining trends & market forecasts for sales
2. Cost and resource considerations
• Examining cost trends & supply chain strategies to maintain supply chain margins
• Presence / possibility of developing vendor network and logistics support
3. Business climate (incl currency neutrality, political stability and regulation)
4. Tariffs and free trade agreements for that country
5. Tax considerations (including tax benefits, if any offered by the government) 3
Region-wise distribution of Toyota’s global capacity
• Global coverage of demand, with global presence

• Uneven distribution of production capacity with respect to forecasted
demand
• China appears to be the biggest potential market, but very limited
available production capacity
Source: company website & KPMG report

4
Future growth markets- global auto industry
Source: KPMG report on global

automotive retail market (Sep
2013)
Key takeaways for 2020:

1 Global demand will grow from 83 mn (end 2013) to 118 mn (2020);
2. China, will be the major automotive market;
3. India and ASEAN will have the highest CAGR at 11%;
4. Negative growth in Japan and South Korea;
5. Demand in mature markets of North America & Western Europe more for premium
5
Questions
1. Where should the plants be located and what degree of
flexibility should be built into each? What capacity should
each plant have?
2. Should plants be able to produce for all markets or only
specific contingency market?
3. How should markets be allocated to plants and how
frequently should this allocation be revised?
4. What kind of flexibility should be built into the distribution
system?
5. How should this flexible investment be valued?
6. What actions may be taken during product design to
facilitate this flexibility?
1. Where should the plants be located and what degree
of flexibility should be built into each? What capacity
should each plant have?
• Toyota encountered issues after the earthquake in 2011 disrupted its supply
chain. This prompted Toyota to have redundant capacity in case of disasters.
To reach this goal, plants need to be in separate geographic areas to be able
to produce different parts.
• This approach also enhances flexibility.
• Given the uneven rates of growth in certain areas, it is recommended that
the company follows a strategy that tries to match local supply with local
demand, and therefore expand local capacity to match local demand.
• Generally, the company should develop its capacity planning by applying a
“think global – act local” approach, which will provide global
complementation, while adjusting for local / regional characteristics and
needs.
2. Should plants be able to produce for all markets or
only specific contingency markets?
• Generally, these plants should be able to produce for all markets;
however, plants will be basically satisfying the needs of the market that
has been assigned to them.
• Plants should be operating to create products and parts that are needed
primarily at the local level, to avoid transportation costs, but should also
be ready to export to markets when the local market weakens.
3. How should markets be allocated to plants and how
frequently should this allocation be revised?
The recommended strategy is primarily a co-location strategy, which de-risks the
business by having customer & plant in same geography:
• High growth markets (pull factor) – Increase capacity in China, India, Brazil,
Indonesia & Mexico to meet domestic demand
• Mature markets - Build high-end models in USA (e.g. Lexus)
• Close plants in regions with economies of low scale (e.g. Australia –
announced for 2017)
• Set up plants in regions (i) having free trade agreements (FTA) with key
markets (nil export duty), (ii) with low cost structure, (iii) political & currency
stability & (iv) countries offering incentives for green cars (e.g. Indonesia) –
these plants would serve both domestic & global demand. Examples: Mexico
( e.g. - FTA with America), Indonesia (e.g. - FTA with ASEAN, Australia, New
Zealand, China, South Korea, etc), USA (e.g. - FTA with South Korea)
4. What kind of flexibility should be built into the
distribution system?
• Flexibility (and redundancy) in the production and distribution systems
should be built into the system to allow for parts to be manufactured
anywhere and shipped anywhere, even in the case of failures in parts of
the supply chain. This will allow Toyota to avoid extra costs and maintain
service level in terms of cars delivered.
• Lower Supply chain cost and higher customer value can be achieved by
planning for an flexible distribution system providing a high level of
customer responsiveness at a reasonable cost.
• The distribution systems should first be optimized globally, with
standardization of products and skills, and a certain degree of redundancy,
and then flexibility should be developed regionally, in order to achieve a
cost-effective distribution
5. How should this flexibility investment be valued?
• The value of this flexibility investment could be phrased as a cost

reduction in terms of an emergency
• For example
– When the existing supply is disrupted because a plant goes down, how much do the
costs rise in fulfilling demand?
– When the demand rises in a certain region / country, what is the opportunity cost of lost
sales?
• Using financial models to calculate NPV of cash flow under different
flexible supply chain scenarios (e.g. option pricing).
6. What actions may be taken during product design to
facilitate this flexibility
• To increase flexibility, parts should be interchangeable between markets and
car models. This can be designed into cars by reusing parts between designs
and using basic frames of cars (sedan, light truck, heavy truck, etc.) with
different models reusing the frame.
• The recently adopted Toyota New Global Architecture (TNGA) goes a long way
towards establishing Commonality of spare parts. Additional actions include:
• Combining specialized facilities for stable demand of components (e.g.
automotive electronics) and flexible manufacturing facilities for a widely
varying volume/variety of components (e.g. car accessories).
• Incorporating production level flexibility (e.g. multi-purpose machines, multi-
level skilling of workers, etc.)
• Infusion of the concepts of a) New product flexibility (ability to change with
new technology and new demands); b) Mix flexibility (ability to produce a
variety of products within a short time); c) Volume flexibility (ability to
operate profitably at different levels of production)

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Homework 1-

Source: company website, public domain information and data

Source: company website

A. Export strategy becoming untenable on long-term basis due to expected

• Global coverage of demand, with global presence

Source: company website & KPMG report

Source: KPMG report on global

Key takeaways for 2020:

• The value of this flexibility investment could be phrased as a cost

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