The rise and fall of the automotive industry in geography is very important for the automotive industry cluster. The topic of research and discussion is mainly based on the fact that both me and the smoke have entered the automobile circle and cannot return. The development and ups and downs of the automotive industry cluster are closely related to our practitioners.
Nowadays, the global automobile industry is in the survival of the fittest. The back of a car group is represented by a large number of enterprises. The domestic survival of the fittest has just begun ^_^ Shanghai's two industrial clusters in Pudong and Anting can continue and develop for a long time, which is related to our immediate interests.
The four rounds of this round of cars can be differentiated for future car manufacturing, but the transfer of the future of car design and engineering is actually a big challenge for Shanghai.
Next, we mainly look at Japan's Aichi Prefecture and Aichi Automobile Industry Cluster. Aichi Prefecture is located near the center of Honshu Island, Japan, with an area of ​​5,153 square kilometers and a population of 7.5 million. Nagoya is the capital of Aichi Prefecture and is the fourth largest city and third largest port in Japan, located in the central part of Hiroshima, Tokyo. This is a prosperous industrial city with a population of one million. Aichi Prefecture accounts for 1.4% of the country's land area, accounting for 5.8% of the national population, contributing 6.6% of GDP.
Aichi Prefecture is one of the most developed and industrialized regions in Japan. Its leading manufacturing center in China has a production value of US$340 billion in 2015, including transportation and transportation machinery (48.4%), steel (6.9%) and motors (4.5%). ) Great contribution. Aichi Prefecture is a major transportation and logistics hub, accounting for 40% of Japan's total vehicle shipments. The automotive industry is its pillar industry. It is home to Toyota, the world's largest automaker, Denso, a major auto parts manufacturer that Toyota shares, and several major automakers such as Mitsubishi, Suzuki and Volkswagen. In recent years, with large automakers such as Toyota opening a large number of assembly plants overseas, Aichi Prefecture has repositioned itself as a development and production center for auto parts. Currently, about half of the auto parts produced in Japan come from Aichi Prefecture. Aichi Prefecture has a comprehensive automotive industry cluster that integrates component manufacturing and automotive assembly. There are 14 automobile manufacturing plants in the district, of which 6 are assembly plants and 8 are component production plants.
The formation of the Aichi automobile industry cluster is closely related to the development of Toyota Group and its local suppliers. After the establishment of Toyota, the supplier company came along. This approach to the customer enjoys close interaction and reduces the benefits of transportation and logistics expenses. The cluster grew in the 1930s, initially relying on support from Ford and General Motors plants and related technology transfer. The Japanese government crowds out foreign competing companies and provides subsidies to domestic manufacturers. The restrictions on foreign direct investment after the war have been lifted, and the policy of crowding out foreign competition still exists. Instead, high tariffs and non-tariff barriers to automotive products.
Now the Aichi Automotive Industry Cluster is home to Toyota and Denso, and a large number of suppliers are gathered around it in a hierarchical structure. The Toyota Group has 16 companies, hundreds of major component subcontractors and more than 1,500 second-tier subcontractors. These small companies employ a large amount of labor, often do not develop their own technology, but rely on the franchise arrangements with large companies to acquire advanced technology and processes.
Supply Chain and Corporate Network Aichi Prefecture accounts for 40% of the total shipments of transportation equipment and machinery. As a main enterprise, large-scale horizontal integration enterprises occupy the leading position in the industry and have technical and market leadership. Suppliers are organized around the main enterprises and rely on large enterprises to obtain advanced technology and innovation. It also relies on large companies to provide working capital and long-term financing.
Large companies monitor quality, set prices for suppliers, and maintain a set of incentives for profit sharing and risk sharing.
Low-level suppliers compete for the main business, and the scale is often small, while high-level suppliers tend to be larger.
The latter establishes long-term relationships with individual leading companies through long-term production contracts, mutual shareholdings and financial guarantees, and accepts the overall quality management of the main companies.
These complex relationships between companies within a cluster have always been a source of competitiveness, as evidenced by effective investment in assets, reduced transaction costs, improved product development efficiency, increased organized learning, and even increased ability to withstand disasters. This has led to the exclusion of external companies, which may lead to a decline in foreign direct investment in the auto parts sector.
Large parts suppliers often only work with one major company
Eight of the top 10 auto parts suppliers in Japan in 2010 were Toyota's exclusive suppliers, resulting in an increasing share of parts and components in the region's auto export trade. Japan ranks first in terms of the quality of its suppliers, the number of suppliers and the intensity of domestic competition. The strength of supporting industries such as chemicals and electronics has made the development of the automotive industry cluster even more powerful. The main companies have also promoted research and development. Most of the research and development activities are carried out in the main enterprises. After developing core technologies and standards, large companies will provide production specifications to suppliers.
Most of the local suppliers in Aichi are not particularly good at innovation and do not participate in global competition. Globalization has affected the production structure of Aichi Prefecture. In order to meet domestic composition requirements and cost savings, large manufacturers and several suppliers have established manufacturing plants around the world. Overseas manufacturing increased while domestic production declined. Core businesses such as advanced engineering and evaluation, automotive design, personnel training and management are still concentrated in the Aichi region and connected to outsourced manufacturing locations through advanced information technology infrastructure.
Toyota is developing a more open, highly global and cost-effective supplier relationship while retaining key elements of traditional systems such as collaboration and education support. Instead of sourcing only from long-term suppliers, Toyota has begun to build relationships with major international suppliers, whose economies of scale can keep prices down very low. While maintaining a close relationship with long-term suppliers, Toyota has also begun to set the price of parts compared to many companies around the world, and urged suppliers to provide more integrated parts systems than individual components. Toyota continues to help suppliers achieve the necessary technology upgrades by allowing suppliers to become more involved in product development and planning, as well as providing educational support.
The main drivers of the success of the Aichi Industrial Cluster include:
A long history of manufacturing, a skilled workforce, a globalized enterprise and a networked SME.
Large enterprises are horizontally integrated, relying on refined SMEs to provide technology-intensive key components. These SMEs rely on large companies to acquire technology, financing, product design and quality assurance, and maintain close ties with large companies through long-term contracts, mutual shareholdings and financial guarantees.
Local universities continue to provide high-quality talent for the cluster, but have a limited role in research and development. The government's support for the interaction of industry, academia and research and the development of small and medium-sized enterprises is limited and has not yielded results.
Advantages, disadvantages and uncertainties of the application of regional diamond architecture in the Aichi Automotive Industry Cluster
Put Stuttgart, Aichi and Silicon Valley together.
Industry clusters each have access to talent, technology, customers, standards and financing.
The value of industrial clusters for large and medium-sized enterprises.
Industry clusters individually price products for end-user companies and companies in the supply chain
The Japanese model will never come out of the technology of an independent third-party enterprise. Stuttgart's Bosch company, as a technology leader, grew up with a relationship with a large upstream company like Mercedes. Thanks to its own technology investment, the Ph.D. company's reliance on upstream companies is two-way, and it also plays the role of small business communication technology to Stuttgart. Silicon Valley start-ups may not be for the final consumer, but rather provide commercial products or services to upstream companies. Because of the skilled talent and easy access to venture capital and information from other companies in the cluster, start-ups can invest in new technologies and share innovative leadership with the cluster.
In the next article, let's talk about the automotive industry clusters in the two regions of Pudong Lingang and Anting.
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