Introduction
The Japanese automobile industry resembles a pyramid shape; with the automobile manufacturers at the apex supported from below by almost 10,000 parts manufacturers. Automobile manufacturers manufacture certain parts such as engines and car bodies themselves, while the remainders are manufactured by first, second, and third-tier
parts suppliers or Keiretsu suppliers.
However, Mazda's Keiretsu suppliers and of cooperative makers are much smaller than those of Toyota and Nissan. Therefore, Mazda has been strongly requesting its Keiretsu and cooperative makers to enter into merger or capital tie-ups among themselves.
Mazda business strategy
Mazda also has some long term vision or strategy for their sustainable development like other auto makers (Toyota, Honda). In case of Mazda's Business Strategy has three parts, 1) is Millennium plan (2000~2004). 2) Mazda momentum (2004~2006) and 3) Long-term vision (2006~). That was the first plan for Mazda.
Mazda Business strategy is the most basic strategic plan for the long-term vision.
(1) Enhance Mazda's brand power (Brand), (2) Strengthen products and technologies (Product&Tech), (3) Pursue efficiency based on global competitiveness (Supply), (4) Cultivate a global workforce through higher ideals (People).
To gain this goal, Mazda made such kinds of efforts;
(a) Procurement strategy to local and global (LCCs, ABC, MDI etc),(b) Making cooperation groups among parts suppliers,(c) Production system (module),(d) production of new models;
Global optimum procurement characteristics
A vehicle is made up of some 20,000 components, 70 % of which are supplied by sources outside the company. This clearly shows that the reduction in purchasing costs is directly connected to the earnings of Mazda. The auto maker is promoting a global and optimum procurement scheme, in which parts which satisfy its requirements in terms of quality, cost, and delivery time, are bought from anywhere in the world.
Mazda itself emphasizes that, with the market becoming increasingly borderless, parts suppliers can't stay in business if they focus only on the market in Hiroshima, or even the domestic market for that matter. Because of the changes to global optimum procurement system, Mazda had many world wide affiliate companies and many other domestic part suppliers from Kantou, and Kansai regions.
Basically, Mazda has three types of parts suppliers, the first one is the local suppliers (based at Hiroshima prefecture), the second one is domestic suppliers (Japan) and the last is global suppliers. Most of the components are divided by share percentage among those components suppliers from Mazda. Some parts suppliers can get variety of parts order, with low or high percentage or some can get small amount of order with low variety at every year. Are there any other significance factors? Why and what is the reason? Based upon mentioned above I aimed to analysis the correlation between the global optimum procurement system and the difference location of the suppliers and their components which will return to affect the three different types of parts suppliers to face with the fluctuation of parts order from Mazda and long run collaboration with Mazda.
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