マツダグループの経営戦略

抄録

Mazda has announced a mid-term business plan called “Millennium and Momentum”. In this well-publicized plan, the company aims to build a new brand image. This is a focal point in Mazda's hopes for recovery. But it is not the only plan. This paper explains about the some of the less well-known business strategies being implemented now and in recent time within Mazda Group.
For example, Mazda is putting great efforts into improving quality while reducing costs of automobile parts. Since 2000, purchasing strategies have revolved around the concepts of Full Service Supplier (FSS) and Achieve Best Cost (ABC). FSS has failed. But ABC has succeeded. ABC's key components have entailed Value Analysis, Value Engineering, reduction of parts count and work steps, and reduction in distribution costs. ABC has achieved 25% reduction in costs, saving about \300 billion during the last three years.
Modularization efforts by Mazda since 2002 have included improvements in ergonomics and reductions in parts and work steps. Mazda has also consolidated local suppliers since 2004.
Toyukai Affiliated Corporation is the association which supplies parts and equipment tools to Mazda. Toyukai supports its members through improvements in member's economic positions and technologies, joint enterprise projects, education, and providing information. Toyukai supports Class 1 affiliated companies in their efforts to become independent from Mazda, and Classes 2 and 3 affiliated companies which try to improve their production technologies. Recently, local suppliers have invested in new dealings overseas.
Finally, this paper introduces two small companies within Mazda Group which have achieved technical innovations. Ohmori Technos Corporation was founded in 1932. Its capital is \60 million, and its annual sales are \4.8 billion (in fiscal 2002). Its Research Development Department conducts wide-ranging research that builds on expertise cultivated through auto parts development. Mamoru Kobayashi (Ohmori's head of research development) is willing to put forth development costs in advance. He guides the company with a good business performance and a long-term business plan. Meanwhile, Kubota Iron Works Corporation, founded in 1938, has capital of \12 million and annual sales totaling \5.1 billion (in fiscal 2004). Nariaki Yamanaka is the head of its research development, and directs the company with joint research projects and a long-term business plan. There are two things in common between the two companies-a strong leadership for independence and long-term business plans.