betweencarmanufacturersandpartssuppIiers intheJapaneseautomobiIeindustry

ChangesintherelationshipbetweencarmanufacturersandpartssuppliersintheJapaneseautomobi1eindugtry

Changesintherelationship

betweencarmanufacturersandpartssuppIiers intheJapaneseautomobiIeindustry

YbshinonKonno

LIntroduction

2・TheJapaneseautomobnesupplierSystem

3.StructuralchangesintheJapanesekeiretsusystem

4・Discussion 5.Conclusion

1．Introduction

Sincethel980's，researchersinvariousfieldsaroundtheworldhave conductedstudiesonthenatureoftherelationshipbetweenmanufacturers

andpartssuppliersintheJapaneseautomobileindustrybecauseofits uniquecharacteristicsthatarenotseeninothercountries，The manufblcturer-supplierrelationshipintheJapaneseautomobileindustry

(fromhereinaftertherelationshipｉｓｓｉｍｐｌｙｒｅｆｂｒｒｅｄｔｏａｓ“Japanese

(automobileparts)suppliersystem，，),wasgenerallycalledthe"keiretsu''０ｒ ｔｈｅ“Japanesekeiretsu'，system;thatwascharacterizedbyverticaldivision oflaborandbytheexistenceofcapitalorhumanconnectionbetweenthe companies，withanextremelytightandlong-lastinginter-company relationshipｔｈａｔｗａｓｏｆｔｅｎｓａｉｄｔｏｂｅｃｏｍparabletoavillagecommunityor

familyb

Howeverrecently）ｉｔｉｓｓａｉｄｔｈａｔｔｈｉｓｃｏｍｍｕｎｉｔｙ－ｌｉｋｅinter-company

relationshipisrapidlyfbL1nngapart・EspecianyinrelationtoNissan，

knownfbrbeingstronglykeiretsuoriented，whichisnowsaidtohave completelypartedwithitskeiretsusuppliers．ThecurrentNissanCEO，

イソベーシヨン･マヴヒジメントＩＶＣ､２

－１７－

＜論文＞

CarlosGhosn，whowasnewlyappointedasthepresidentuponNissan，s capitalalliancewithRenault,commentedthat“Nissan'skeiretsusystemis notfimctionin９．，，Indeedunderitsreconstructionplａｎｎａｍｅｄ“Revival P1an,，，whichwasissuedinOctoberl999，Nissanannouncedthekeiretsu reorganizationplan，proposingtoradicallyreduceitsequityholding companiesffomtheｔｈｅｎ-1,394,ultimatelydownto4companies、

Consequently；alotofkeiretsucompanieswerecutofffromthecapital

relationshipwithNissan（FUjiki，2001)．Inaddition，accordingto

newspapersreports,MatsudaandMitsubishialsoundertookthesamesort ofapproachinaneffbrttoreorganizetheirKeiretsugroup

Howeverontheotherhand，manyempiricalstudiesrevealthatcar manufbLcturersandsuppliersaredevelopingstrongertiesinrelatｉｏｎｔｏｎｅw productdevelopmentactivities(e､9.,Fujimoto,Matsuo,andnhkeishi,1999；

Ｈan,2002)．Ｆｏｒexample，Tbyotaisincreasingitsshare-holdingratioas

wellasdispatchingexecutivestoitskeiretsusuppliers（NihonKeizai

Shinbun,October4,2000)Nissanalsohasestablishedthe"PrOjectPartner

OompaniesSystem,，,inordertostrengthentheframeworkfbrinfbrmation exchangewithitscoresuppliers，ａｌｔｈｏｕｇｈｉｔｉｓｓａｉｄｔｏｈａｖｅｃｏｍｐｌｅｔｅly partedwithitskeiretsugroupinｔｈｅｐａｓｔ（NihonKeizaiShinbun，

Decemberl,2004).Therefbre,somesourcespointoutthatacontradictory trendalsoexistsinthisindustry；thatthereisamovementtoward strengtheningthekeiretsurelationshｉｐ

Ａｓｓｕｃｈ,theargumentsurroundingtoday，sJapanesesuppliersystem issomewhatmystifying,leavingtherealsituationintheindustryvery muchunclear・Furthermore，inmanycases，structuredargumentsbuilton objectivedataislacking,ａｎｄcurrenton-goingargumentsseemtobeso largelyinnuencedbyimpressionscreatedbythemassmediaThus，the purposeofthispaperisto,usingdetaileddata,closelyexamineanddiscuss thestructuralchangestheJapanesesuppliersystemisgoingthroughtodayi andgainmsightsinto；thecurrentstatusofstructuralchanges，the directionalcharacterofchanges，theunderlyingrationalthatdrivethese changes,ａｎｄwhatistobeexpectedinthefilture、

Thenextsectionofthispaperwillbespentonacademicsurveyofthe existingresearchlnthethirdsectio､，wewillidentifythetrendsin domesticmotorvehicleproduction,anddetailedexplanationofchangesand thecurrentstatusofthesuppliersystem，throughthepresentationof resultsofanalysisweconductedinthepastThefburthsectionwnlexplain therationalthatdrovethesechanges・Ｔｈｅｌａｓｔｓｅｃｔｉｏｎｉｓａｓｕｍｍａｒｙａｎｄ

ｄｉｓcussion．

JbLJmalofmnovEllibnManagsmenrAb2

－１８－

ChangesintherelationshipbetweencarmanufncturersandpartssuppliersintheJapaneseautomobUeindustry

2.TheJapaneseautomobiIesuppIiersystem

Thefbllowingsectionoutlines，frompastresearch，thenotable fbaturesoftheJapanesesuppliersystemwhencompareｄｔｏｔｈａｔｏｆｔｈｅＵＳ ａｎｄＥｕｒｏｐｅａｎｃｏｕｎtries．

2.1AdvantagesoftheJapanesesuppliersystem

Atthebeginningofthel98０，s,whenJapaneseautomobilesenjoyed overwhelmingsuccessandstrongpositionsinmarketsaroundtheworld，

manyresearchersconductedempiricalstudiestocomparetheJapanese

suppliersystemwiththatoftheresｔｏｆｔｈｅｗor1.．Themeritsofthe

Japanesesuppliersystemdiscoveredinthesestudiesareexplainedbelow．

(Foraconlprehensivesurveyonthisarea,refbrtonukeishiandCusmano

(1995),Fijimoto(2001)）

Ｆｉｒｓｔｏｆａｌｌ，ａｔｌｅａｓｔｉｎｔｈｅ1980,s，thein-houseproductionratioof

JapanesecarmanufacturerswascomparativelylowerthanthoseofUSand Europeancarmanufblcturers・Ａｌｓｏ，theJapanesepartssuppliersprovided morepartsdevelopmentanddesigncompetencyascomparedtotheirUS

andEuropeancounterpartsThisplayedanimportantroleinstrengthemng

theJapanesecarmanufacturer'sabilitytodesignanddevelopcarswith

lessmanpowerandwithinashortertimefiPame，

Secondly)theJapanesesuppliersystemhadahierarchicalstructure，

witheachmajorcarmanufblctureratthetopofthehierarchybThenumber

ofsuppliers，whomtheJapanesecarmanufblcturersdirectlydealtwith，

wererelativelyfbwerthantheUSandEuropeancounterparts・Forthis reason，ｔｈｅｍanagementcostwithregardtothepurchaseofpartswas relativelylowerthanUSandEuropeancarmanufacturers

ltmustbenotedhowever,thatthishierarchicalindustrystructure wasnota“pyramidstructure，，asitwouldbegenerallythought，Ｉｔｗａｓａｎ

`<Alpstype，，wheresuppliersshareseveralcarmanufacturersastheir

clients

TheJapanesemanufacturer-suppliersystemmtheautomobne

industrytendedtobelongerlasting，Continuous，andco-operativeThe Japanesecarmanufacturersprovideditskeiretsusupplierswithdetailed

evaluationandtechnicalguidanceinbothproductiontechnologyand

producttechnologyLSuppliersalsotendedtocommittoreducingcostand improvingqualityonalong-termbasisfbrtheirmajorclients､InJapan,car

manufacturersandsuppliersfrequentlyexchangedinfbrmationandoften

workedtogetherinresolvingproblems・Itwasespeciallycommonfbr suppliｅｒｓｔｏｔａｋｅｔｈｅ“Design-in，,approach;inwhichtheywoulddispatch

ボノベーション･ﾏﾃﾞﾋｼﾞﾒﾝﾉLAlo､２

－１９

＜論文＞

theirengineerstoclientsitesasguestengineerswhowouldparticipatein jointdevelopmentprOjects・Thiscloseandfrequentcommunicationbetween

carmanufacturersandsuppliersenabledthemtoidentifyproblemsatan earlystageofproductｉｏｎｗｉｔｈａｖｉｅｗｔｏｔｈｅｅｎｔｉｒｅｍｏｄｅｌｐｌan，which consequentlyresultedinhigh-qualityproductionanddevelopmentability

Lastlyisupplierscouldexpectstable，mid/long-termcontractual relationshｉｐｓａｓｗｅｌｌａｓｓｏｍｅｓｏｒｔｏｆｈｕｍａｎｒｅｓｏurceorcapitalassistance fiPomcarmanufacturersbybelongingtothekeiretsugroup･Therefbrethey wereabletosafblymakefbLcilityinvestmentorstrengthenｔｈｅＲ＆Ｄ system，

Asdiscussedabove，fromthelatel980,ｓｔｏｔｈｅｍｉｄ1990,s，ｔｈｅ Japanesesupphersystemhadcharacteristicsthatwerenotseeninother countriesThesecharacteristicsplayedamaJorroleinenablingthe Japaneseautomobileindustrytoachieveremarkableperfbrmanceinthe globalmarket．

２．２，isadvantagesofthekeiretsusystemandreorganizationofkeiretsu lnｔｈｅ1990,ｓhowever,theJapaneseautomobileindustrywasfaced withdrasticchanges；decreaseinthedomesticdemandafterthebubble，s burst，progressionof“pricedestruction''，theappreciationoftheJapanese ye、，ａccelerationinshiftingproductiontooverseassites，ever-severer globalcompetition，movementtowardoptimalpartsprocurementbycar manufncturersandpromotionoftheestablishmentofaglobalsupplying systembysuppliers;allofwhichcontributedtothefbrmationoftheopinion that“theJapanesekeiretsusystemwasnolongerabletocopewiththe envlronmentofthattimeanditwasexperiencinginstitutionalfatiguethat meantitsreorganizationwasinevitable.，，

Indeed,althoughtheJapanesesuppliersystemhadmanyadvantages outlinedinthelastsection，ｏｎｔｈｅｏｔｈｅｒｈａｎｄ，ｉｔａｌｓｏｈadmany disadvantages・Amongthesedemerits，themostimportantwasthefblct thatcomponenttransactionstendedtooverconcentrateorbeexcessively dependentuponspecificsuppliers・Thus，therewasnotmuchshiftinthe transactionshare，andtherefbrenotenoughcompetitionexistedbetween suppliersA1so，thekeiretsurelationshiptendedtｏｂｅｒａｔｈｅｒ

"back-scratching，collusive，,andledtoanemotionalconnectionsbetween thecompanies・Furthermore，ｃａｒmanufacturersoftendispatchedits retiredexecutivestosuppliers,thushumanrelationshipsthereinprevented thepursuitofeconomicrationalizationinmanycases・Thushrsomecar manufacturers，ｉｔｗａｓｓａｉｄｔｏｂｅｄｉｆｆｉｃｕｌｔｔｏｄｉｔｃｈｌong-termprimary suppliersfbrothersfbrthesakeofcuttingcosts．

JbumalofmnovEWbnManagBmenlｌＶｂ２ _－２０－

Changesintherelation8hipbetweencarma､uftlcturCrsandpartssuppliersintheJapaneseautomobi1emdustry

Thesupplierstoo，oftenpaidtoomuchattentiontoobediently fillfillingdemandsoftheirprimarycustomers（carmanufacturers)，and consequentlyeffbrtswerelackingtoproactivelymakenewpropositions A1so，manysuppliersdidnotfbcusmuchonconductingsufficient

marketingactivitiesinordertoattractothercustomers・Ratherthey investedmanagementresourcesonactivitiesthatwerenotnecessarnyor directlyrelatedtothegrowthofcorecapabilities；suchasacceptingthe dispatchofexecutivesinordertostrengthenrelationshipswithclients MoreoversomesuppliersdidnotevenplantheirstrategiesTheywould exertapassiveattitudetowardthemanagemenｔｏｆｔｈｅｃｏｍｐａｎｙ)suchas dependingonprimarycustｏｍｅｒｓｔｏｍａｋｅａｌｍｏｓｔａｌｌｏｆｔｈｅｉｍｐｏｒtant

decisions．

Facedwiththeabovementionedchanges，itisgenerallysaidthat

recentlyintheJapaneseautomobilesuppliersystem,carmanufacturersas wellassuppliersarebecomingmoreandmoreinclinedtoproactivelystart deanngwithnewsuppliers/customers，withoutlimitingtheiroptionsto keiretsusupplier/Customerrelationsthathavealonghistory；atendency thatisgenerallycalledｔｈｅ“looseningofthekeiretsurelationshipor

diversificationofthetransactionbase.'，Howeverontheotherhand，as

mentionedearlier，manyempiricalstudiesshowthatcarmanufacturers andsuppliersarealsoinclinedtobuildtighterrelationshipswitheach

otheratthesametimelndeed，asdiscussedlateroninthispaper,these

twotendenciesareoccurringconcurrentlyatthesametime・Hencewewill attempttoclarifythispointinthefbllowingsection,byintroducingthe

resultofquantitativeanalysis．

3.StructuraIchangesintheJapanesekeiretsusystem 3.1Trendinautomobileproduction

lnthissection，ｆｉｒｓｔｏｆａｌｌｗｅｗｏｕｌｄｌｉｋｅｔｏｅｘｐｌａｉｎthetrendin

productionofpassengercarsintheJapanesemarket，

Figurelshowsthetrendindolnesticmotorvehicleproductionby

units(numberofcars)froml960to2002,basedｏｎ"WOrldMotorVehicle Statistics.，，Note，inthiSfigure，motorvehiclerefbrstoall4･wheelvehicles

mcludingtrucksandbuses・Also,domesticproductionincludesexports．

ポノベーシュン･マ誌ジメントＮｂ､２

－２１－

＜論文＞

FIgurelThetrendofmotorvehicIeproductioninJapan（industry-wide）

1４００

1２００

０ ０ ０ ０ ０ ０ ０ ０ ０ ８ ６ ４

１ （⑩ロ巨呵の。○這○←）臣○一石弓２已乞』輿］Ｅコヱ

200

０

1９６０ 1９６５ 1９７０ 1９７５ 1９８０ 1９８５ 1９９０ 1９９５ 2000 Year

Source:WOrldMotorVehicleStatistics,compiledfromthedata．

ＴｈｅｇｒａｐｈｓｈｏｗｓａｃｌｅａｒｃｈａｎｇｅｉｎＪａｐanesedomesticproduction fiPomthefirsthalfofl990s・Befbrel990,theJapaneseautomobileindustry enjoyedcontinuoushighgrowthThus,theindustry，sglobalcompetitiveness reacheditspeakintheearlyl980'sduetotheadvantageousyenexchange rate，androbustcompetitiveadvantagesｉｎｔｅｒｍｓｏｆｐｒｏｄｕｃｔｑｕａｌｉｔｙａｎｄ

ｐroductionefficiencyblnthelatel980,s，costadvantagewaslargely

diminishedduetohigherappreciationoftheyenfbllowingtheP1aza agreementｉｎｌ９８５，however>theJapaneseautomobileindustrycontinued

toimprovenon-pricecompetitiveness(suchasdesignquantyandproduct integrity)，thusovercomingthesedisadvantagesandmaintaimngtotal

competitiveness・Asaresult,Japanesecarsretainedagoodlevelofmarket shareintheoverseasmarket・Ａｔａｒｏｕｎｄｔｈｅｓａｍｅｔｉｍｅ，ｔｈｅdomestic marketsawarapidincreasｅｉｎｄｅｍａｎｄｄｕｅｔｏｔｈｅｂｕｂｂｌｅｅｃｏｎｏｍｙぅbacked upbyrisingpopularityiｎluxurycars，Ａｓｓｕｃｈ，Japanesepassengercar productionreacheditspeakinl990(Fujimotoandnlkeishi,1994)．

After1990,however,productiondecreaseddramaticallyThereasons behindthiswerethedeploymentoffilll-scaleoverseasproduction，

especiallyintheUS，lowerdomesticdemandafterｔｈｅｃｏｌｌａｐｓｅｏｆｔｈｅ

JbumaIoflnnovEH〃mManagsmenfAlo,２ _－２２－

ChangesintherelationshipbetweencarmanufhcturersandpartssuppliersintheJapaneseautomobileindustIy

bubbleeconomybandtherapidincｒｅａｓｅｉｎｔｈｅｖａｌｕｅｏｆｔｈｅｙｅｎ（e９．，

Shimokawa,1997).Ittemporarilypickedupinl996and1997,however,it

didnotlastlong；basicallyproductioncontinuedtodecreaseJnfact，the productionlevelin2002wasonlｙ86.6％ofl990inunits

Figure2showspassengercarproductionbyeachcarmanufacturer､It canbeseenthatNissan,Mitsubishi,Mazuda，ａｎｄｌsuzuexperiencedlarge productiondecreasesafterthecollapseofthebubbleeconomy〉whileHonda andSuzukienjoyedproductionincreases・Judgingfromtheabsolute productionvolume,itcanbeconcludedthatNissan，sfallandHonda，srise inproductionmusthavehadasignificantinnuenceonthewholeindustry8 3.2StructuralchangeinthekeiretsusystematcorporabeIevel

Basedontheabove･Inentionedtrendthroughthewholeindustry》the fbllowingsectionwiUtakeacloserlookatthetrendmmanufbLcturer-suppner relationshipsFirstly〉weconductedquantitativeanalysisonthestructural changesoftheJapanesesuppliersystemusingcorporate-leveltransaction datafroml973tol998・ThedatasourceofthisanalysiscomesfiPomissues ofthe“JapaneseAutomotivePartslndustry'''1972-2000,publishedbythe JapanAutomobilePartslndustriesAssociationandAutotradejournaL

Figure2ThetrendofmotorvehicIeproductioninJapan（bymanufactures）

350

（⑩でこ⑩⑩．◎二］。←）Ｅ◎宮。。で。」。」。」⑩□Ｅコヱ

300 －←TOycta

-■－Nissan 記・Honda -X-Mitsubishi -←ＭＦＢ祁角

→－SqDzuki -侍DBihatSu -c・ＦＵｉｉＨｅａＷ

－－・ＩＳＵＺＵ

250

》 二 、

200

エ、ニー■￣■～■－

粁淨二辻;＝

1５０

=E;三銭三:二墓

1００ 一や

5０

Ｃ一・ 口一・

_{百一□一○・百一□一○・}

Ｐ ■■･ロ一百一一一■

￣￣■，

０

9５ 2000

ｇ０ Ｙｅａ「

８５ ８０

Source:WOrldMotorVehicleStatistics,compiledhPomthedata．

インパーシュン･ﾏｦﾋｼﾞﾒﾝﾉLＡｂ２

－２３－

＜論文＞

Theanalysisuses2indexes,ｎａｍｅｌｙ“degreeofsalesconcentrationto majorclients''（refbrredtoas``degreeofconcentration，，ｏｒ``Concentration，，

fromhereinafter),ａｎｄ"｡egreeofdependencyonmajorclients，'(refbrredto as"degreeofdependency，，ｏｒ``dependency'，fromhereinafter)．

Ｍｏｒｅspecifically;theconcentrationrateiscalculatedbydetermining thesumofthesquareofsupplier,ssalestoeachcarmanufblcturer;ｔｈａｔｉｓ ｔｈｅｓａｍｅｍｅｔｈｏｄａｓｔｈｅＨａｌｆｉｎdalindexcalculationThelargerthe concentrationrate，thegreaterthesalesconcentratefbrspecificcustomers

fbraglvensupplier(itmeanslessexpansionofthesalesbasefbraglven suppner).Dependencyiscalculatedbytherateofsalestoeachsupplier's

mainclient・Thelargerthedependencyrate，themoredependentthe

specificcustomerfbragivensupplieris（itmeanslessexpansionofthe salesbasefbraglvensupplier).Thereisstrongcorrelationbetweenthese

twoindexes，buteachhasdistinctivefbatures，ａｎｄｆｂｒｔｈｉｓｒｅａｓｏｎ，these twomdexesareusedinterchangeablyfbrthepurposeofthisresearch

Detailedexplanationonthedataextractionmethodwillbeomitted；

however，theanalysiswasconductedbyenteringthesalesratioofeach supplier(notethatonlysupplierswhosesalesratiodatawasavailablewere

included)fbreachyearbetweenl973andl998tomakepaneldata,ａｎｄ

ｔｈｅｎｔｈｅａｂｏｖｅｔｗｏｆｉｇｕｒｅｓｗｅｒｅｃalculatedfbreachyearfbreachsuppliem Atthistime，supplierswhosesalesratiodatawasmissingfbrmorethan3 yearswereexcludedhomthesample・Also,ｉｆｔｈｅｓａｌｅｓｒａｔｉｏｄａｔａｗａｓｎｏｔ ａｖａｉｌablefbrmorethan2yearsconsecutively〉theaveragewasusedasa substitute・SupplierswhohadlessthanlO％directdealingwithcar manufacturersonaveragewereexcludedfromthesample、Furthermore，

fbrworkingout“degreeofdependency)'，supplierswhosemainclient changedduringl972tol999/2000wereexcludedfromthesample、Asa result，thereｗｅｒｅ５１ａｎｄ４７ｓａｍｐｌｅｓｕｐｐｌｉｅｒｓｆｂｒ“Concentration，，ａｎｄ

"dependency,respectively

TheanalysisfindingｓａｒｅｓｈｏｗｎｉｎＦｉｇｕｒｅ３ａｎｄ４・Figure3shows thechaｎｇｅｓｉｎ“degreeofconcentration，，of51suppliersfroml973tol998・

Generallyspeaking，ｔｈｅ“Concentration，，，althoughithasfrequentsmall risesandfbllls，wasonageneraldecreasingtrendfiPoml973tol998・

EspeciallyduringtheperiodfiPoml976tol990,itexperlencesalong-term declineＣＯnversely；ｉｔｏｎｌｙｓｈｏｗｓｓｍａｌｌｄｅｃｒｅａｓｅａｆｔｅｒｌ990,withsome small-scalenuctuations、Ｆｉｇｕｒｅ４ｓｈｏｗｓｔｈｅ“dependency''of47sUppliers fbrperiodbetweenｌ９７３ｔｏｌ９９８Ｈｅｒｅ,ｔｈｅｃｕｒｖｅｉｓｒａｔｈｅｒｎａｔｃｏｍｐａｒｅｄｔｏ

"Concentration”ｆｒｏｍｌ９７６ｔｏｌ９８９．

jbumalofmnovEWDnM上lnagemenfNO､２ _－２４－

ChangesintherelationshipbetweencarmanufncturersandpartssuppliersintheJapaneseautomobilemdustry

Figure3T11estructuraIchangeoftheJapanesesuppIiersystemにompaniesIevel)①

⑩』⑩一一口。。⑩」。。一一⑩」Ｅ◎軍呵』←Ｅ⑩ｏＥｏｏ⑩⑩一⑩②

０．６２

０．５７ _{］Ｕ￣】UUIⅢ}

０．５２

0.47

Source:JapaneseAutomotivePartslndustry》compiledhFomthedata．

Rgu尼４ThestructuraIchangeoftheJapanesesuppIiersystemにompaniesIevel)②

八

Ｏ［１t

肘Ｉ

、【

Source:JapaneseAutomotivePartslndustry>compnedfromthedata．

インベーション･マデヒジ〆ﾝ/LAlo2

－２５－

＜論文＞

Next，ｗｅｅｘａｍｉｎｅｄｈｏｗｔｈｅｔｗｏｉｎｄｅｘｅｓｃｈａｎgedfbrsupplierswho

mainlydealtwithTbyota(refbrredtoas"Tbyotagroup,，fromhereinafter)，

againstsupplierswhomainlydealtwithNissan（likewiserefbrredtoas

"Nissangroup，'fromhereinafter)．Supplierswhosemainclientchanged

duringtheanalysisperiodwereexcludedfiPomthesample,thusasaresult，

ｅａｃｈｇｒｏｕｐｈａｄｔｈｅｓａｍｅｎｕｍｂｅｒｏｆｓａｍplesfbrbothindexes，Ibyotal7，

ａｎｄＮｉｓｓａｎｌ９

ＬｏｏｋｍｇｂａｃｋａｔＦｉｇｕｒｅ３，'Ibyotagroup'sconcentration，onaverage，

｡eclinedfiFoml977tol990withsmaU、uctuations；however〉ａｆｔｅｒ９０ｉｔ ｐｉｃｋｅｄｕｐａｇａｉｎａｎｄｓｈｏｗｅdaslightlyupwardtrend・Incontrastwiththis，

Nissangroup，sconcentrationconsistentlydeclinedfroml976tol999，

exceptbetweenl989andl992/1993．Thedeclinewasmuchsharperin comparisontothelbyotagroup

LookingaｔＦｉｇｕｒｅ４，Tbyotagroup，sdependencystayedalmostflat duringl976tol985，declinedalittlefroml985tol990,butstartedtorise slightlyfromｌ９９００ｎｔｈｅｏｔｈｅｒｈａｎｄ,ｔｈｅｓａｍｅｉｎｄｅｘｆｂｒｔｈｅＮｉｓｓａｎｇｒｏｕｐ ｗａｓｆｌａｔｆｒｏｍｌ９７６ｔｏｌ９８５，butafterthatitconsistentlydecUnedexcept

betweenl989andl991．

Theaboveanalysissuggeststhatatleastsincethel970，smaJor supplierstendedtolowerConcentrationanddependencyandinsteadhave beensteadilyenlargingthescopeofcustomerbasesfbrmorethan20years，

atleastatcorporate-1evel・

Fromthel970'ｓｔｏｔｈｅ1980,s，boththeTbyotaandNissangroup loweredconcentrationanddependencyonmajorclient-manufbLcturers,thus analysisofthewholesampleclearlyshowsadecliningtrendfbrboth indexes・Ｉｎｔｈｅ1990,s,bothindexesfbrtheNissangroupstartedtodecline again,whilefbrtheTbyotagroup,theindexesstartedtorise・Thissuggests thatNissansuppliershavefbcusedmoreeffbrtonfindingnewcnents，

1argelyduetoavigorousdecreaseinNissan'ssalesafterthecollapseofthe bUbｂｌｅｅｃｏｎｏｍｙｂＡｓｆｂｒ’Ibyotasuppliers，presumablyconcentrationand depeｎｄｅｎｃｙｏｎ'Ibyotaincreased,since,ｐｒｏratatotransitioninlbyotaand othercarmanufacturers,sales，salestolbyotaincreasedwhilesalesto othercarmanufacturerssawonlysluggishgrowthOfcourse，ｉｔｉｓａｌｓｏ ｐｏｓｓｉｂｌｅｔｏａｓｓｕｍｅｔｈａｔＴｂyotasUppliersmayhavebeenaffbctedby repercussionsofNissansuppliers，attemptsindiversifyingthecustomer base，ｏｒｉｔｉｓａｌｓｏpossibletopresumethatTbyotahadalreadystartedto strengthenitskeiretsurelationshipatthistime・Whichevermaybethe case,Tbyotagroup，sincreasingtrendandNissangroup，sdecreasingtrend cancelledtheeffbctsofeachother・Afterthel990's，ｔｈｅｍｄｅｘｅｓｆｂｒｔｈｅ

Jbumaﾉoflnno帽nbnManagemenfⅣ､２ _－２６－

ChangeSintherelationshipbetweencarmanufacturcrsandpartssuppliersintheJapaneseautomobilemdustry

wholesamplegrouphadarathernattrend．

3.3ChangesinthesuppIiersystemreIationshipatcomponentsIevel

Next，thissectionwillinterprettheresuItsofquantitativeanalysis，

usingcomponents-leveltransactiｏｎｄａｔａｏｆ９ｙｅａｒｓｆｒｏｍｌ９９３ｔｏ２００２・The sourceofdatafbrthisana]ysisarethel993，1996,1999,2002issuesｏｆ

"AutomotivePartsSourcinginJapan，，publishedbylRCCorporation，

respectivelyb

Thisanalysisuses2indexes，ｎａｍｅｌｙ“thenumberofsuppliersfrom whichacarmanufblcturerprocuresacertaintypeofcomponent，，(labeled

``numberofsuppUers,，),ａｎｄ``thenumberofcustomers(carmanufacturers）

towhichthesesupplierssellthesametypeofcomponent"(labeled"number ofcustomers，')Detailedexplanationonthedataextractionmethodwnlbe omitted;however》ｔｈｅｓｉｚｅｏｆｓａｍｐｌｅｗａｓ８６ａｓａｒｅｓｕｌｔ，Ｔｈｅｔｗｏｉｎｄｅｘｅｓ ｆｂｒｅａｃｈｏｆｔｈｅ８６ｃｏｍponentswerethenaveraged

Figure5iUustratesthechangesinmanufacturers-supplierstransaction relationshipswithregardtothe86majorvehiclecomponents,usingthese twovariables,ThisFigureshowSthefbllowingresults．

Figure5ThestructuraIchangeoftheJapanesesuppIiersystem(partsIeveI)①

３

、」①一一：。⑩」巳』①一口Ｅ①田口」。』①ＣＥ。Ｅ①ロ、』①シく

2002

■

、、◆1999

1993

▲

、

^●

1996 2.75

2.25 2.5

AveragenumberofsuppIierfbrassembIers

2.75

,＝８６ｐａｒｂｓ Source:AutomotivePartsSourcmginJapan,compiled丘omthedata．

イン/､ドーション･マネジメンノMVo､２

－２７－

＜論文＞

First,thenumberofsupp1ierspeakedinl999anddechnedduringl999 to2002・ThisresultshowsthattherewasahighpossibilitythatJapanesecar manufactureschangedtheirprocurementpolicyduringl999to2002

Secondly〉broadlyspeaking，ｔｈｅｎｕｍｂｅｒｏｆｃｕｓｔｏｍｅｒｓｔｅｎｄｅｄｔｏ ｉｎcreasealthoughthereweresometelnporarydecreases，Wewillomit detailedexplanation，butthereasonfbrthetemporarydecreasesinthe averagenumberofcustｏｍｅｒｓｉｓｄｕｅｔｏｔｈｅｉｎｃｒｅａｓｅｉｎｔｈｅａmountof fbreigncapitalsuppliersthatenteredthemarketduringthisperiod,Most ofthesesuppliersonlydealtwiｔｈｌｏｒ２ｃｕｓtomersinitiaUy〉thusitresulted inadecreaseintheaveragenumberofcustomersfbrsuppliersasawhole Ontheotherhand，manysupplierswhoonlyhadafbwclientsleftthe marketduringthisperiod,resultinginanincreaseintheaveragenumber ofcustomers・A1soonaverage，supplierswhostayedbehindinthemarket consistentlyexpandedtheircustomerbases

Onewayortheother>howevengenerallyspeaking,Hgure5suggeststhat theleadingsupplierswereexpandingtheircustomerbasesduringthisperiod．

Figure6illustratesthetrendinthesetwoindexesofeachcar manufblcturenThisFigureshowsthatHondaexpandeditssupplierbase，

whileontheotherhandNissansuppliersexpandedtheircustomerbase．

Figure6ThestructuraIchangeoftheJapanesesuppIiersystem（partsIeveI)②

5.5

５ ５ ５ ５ ２ ７ ４ ５ ４

匹①一一ロロコ、」Ｅ」①｜ロＥ①、⑪、」。」型］Ｅゴロ①ロ四辺一く

●Toyota

◆Nissan

▲Honda

OMitsubishi

■Mazda

○Suzuki

□Daihatsu

△Ｆｕｊｉ

×zsuzu

４．２５

22.25２．５２．７５３

AveragenumberofsuppIierfbrassemblersn＝８６ｐａ代ｓ

1．７５

Source:AutomotivePartsSourcinginJapan,compiledfromthedata．

jDumalofmno旧libnManagemenlAlo2 _－２８－

ChangesintherelationshipbetweencarmanufncturcrsandpartsBuppliersintheJapaneBeautomobileindustry

3.4ＣＯlIaborationbetweencarmanufacturersandsuppIierswithregards

toR＆Dactivities

Nextinthissection，ｉｎｏｒｄｅｒｔｏｏｕｔｌｉｎｅｔｈｅｌａｔｅｓｔｔｒｅｎｄof manufblcturer-supplierproductdevelopmentcollaborationintheJapanese automobileindustry）wewillinterpretpartoftheresultｓｏｆｔｈｅｒｅｓｅａｒch questionnaire，whichwasconductedinNovember2003bynLkahiro Fujimoto,aprofbssoroflbkyoUniversity;andKu-sun-filn,alecturerof KyotolndustryUniversityB

Figure7TheresuItsofourresearchquestionnaire①

Ｔｈｅａｍｏｕｎｔ⑥fdeveI⑥ pmmenLmaL型ｐ Iiersundertook

⑥ｎｅｎｔｄｅｖｄ⑪､ｍｅｎｔ

Iｎｃｃｍ 10-20船40-509660-7096

〔､=l41companles）

ＴｈｅｃＤｕ量n回einthisratio⑥vertheIast4vears

蝋｡国

o鱒

(Undlanged）

３ ５Ｎ｡answer

１２

(､＝l41companle5）

⑤

Source:FUjimoto,Ｋｕ,ａｎｄＫｏｎｎｏ(2004

Figure8TheresuItsofourresearchquestionnaire②

…Epm＆囮旦EQimtQf｣[睡型

鑿回顧

蟻，

ReIationshipwithassembIerA12 (U､⑪an■Ing）

３ ４

回国四回 ①⑤③③

(n＝141に■npBnieS）

Source:FUjimotoKu,ａｎｄＫｏｎｎｏ(2004)．

インパーシュン･＝ﾗﾋｼﾞﾒﾝﾉLＡｌｏ２

－２９

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●●●◆●●◆●●◆●●◆ ●■●●●●●■■■■●● ⑪●●●Ｐ◆●●ＰＣロ●● ％□・ロロロ・ロ、。■》・ＤｑＤｐ．ロロロロ ■■■■■●●●□■■０ 鉗割・叩所．鈎騨・

010％ Z0-30％30-40

↓艫斗

70-809680-909690-100帖Noan5wer

Eョ５

IOD

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ｉｉｉ寒寒ｉｉｉi寒寒i寒寒寒寒劃

Io7I 轡jC

:：：Ｉ 50.4

雲ii寒蕊寒寒1鰯

１ＡⅡ

^{E,ユ ３２｡６}

ii墓ｉｉｉ!寒;iiil雲塞寒寒寒寒

^{Ｐ目一目l:；F6b42 FtF岩1:！}

B，…|ﾐｉｉｉｉｉｉ簿iiiｉｉｉ蕊ｉｌ嚢!まiiiiili1i蕊藝

withrs解rdstojointR&Ｄｐｒｑｊ^ｅ〔

a･Timin90fpartjcipatjonh becomemuchearIie「

b`IncIPa要ｄｎｕｍｂｅｒ０ｆ on-sibegueStenginee｢ち

c･IncrPn｡pdmにe-to-伯Ｃｅ communifntion

｡.Ｎ□尼frequentove虚Ⅱ communication

aｇ _４

４

Ｌ

４

＜論文＞

lnthisresearchprOject,aquestionnairewassentto340firsttier suppliersthatweremembersoftheJapaneseAutomobilePartslndustries AssociationResponsesweresubmittedbyl40companies，aboutａ41.5％

responserate

lnthisquestionnaire,thesupplierswerefirstaskedtoselectthemost importantcomponentintheirbusiness，Thentheywereaskedabout relationshipstheyhavewiththeirmajorclient-Inanufncturerswithregard tothatcomponentNotethatthecomponentschosenasthemostimportant spreadover7categories；namelyequipmentsub-assemblycomponents，

electronic/electricalcomponents，machineryprocessingcomponents，press components，plastic，molding/Castingcomponents，ａｎｄothers、Themain clientmentionedbythequestionnairerespondentswereTbyotａ３９％，

Nissan16％,Honda13％,Mitsubishi8％,Matsuda７％,ｗｈｉｃｈｉｓｒｏｕｇｈｌｙｔｈｅ ｓａｍｅａｓｔｈｅｄｏｍｅsticvehicleproductionshare、

Inthequestionnaire，２７％oftherespondentsansweredthatinｔｅｒｍｓ ofcompetitionfbrmaJorclients，thenumberofcompetingsuppliers includingthemselves,hasincreasedinthelastfburyears,ａｎｄonaverage

thiswasaO43increase（However６０％ofthecompaniesanswered``ｎｏ change，，).Ontheotherhand,２３％oftherespondentssaidthatthenumber

ofclientstheyaredealmgwithhasmcreasedoverthelastfburyears，

whichamountstoanaveragemcreaseｏｆ0.34．（However６９％ofthe companieschose"ｎｏchange，，).Thus,itseemsthatbothcarmanufacturers andsuppliersarestillincreasingtheircustomer／supplierbases,although itmayonlybeaslighttrenｄ

Ａｓｆｂｒｔｈｅａｍｏｕｎｔｏｆｄｅｖｅｌｏｐｍｅｎｔｗｈichsuppliersundertookinthe componentdevelopmentprocess，６３％oftherespondentsansweredthat thｅｙ``undertookmorethanhalfofthedevelopmentworkloadthemselves,，，

Thisshowsthatmanysuppliersareresponsiblefbrquiteahighratioofthe componentdevelopment・Moreover;regardingthechangeinthisratioover thelast4years,５７％ofthesupplierssaid“itisincreasing,'．

Regardingtherelationshipwithcarmanufacturers，６３％ofthe respondentschose“startedtoparticipateindevelopmentactivitiesfroma muchearlierstagethanbefbre''’６２％chose“fbLce-to-mcecommunication duringthedevelopmentprocessincreasedj'’７４％chose“therewasmore frequentoverallcommunication（includesallfbrmsofcommunication，

emans,phonecalls,andface-to-face)'''４３％chose“ｗｅｈａｖｅｉｎｃｒｅａｓｅｄｔｈｅ ｎｕｍｂｅｒｏｆｏｎ－ｓiteguestengmeerswhoworkatmanufacturerssite,,，

respectivelybTheseresultssuggestthattherelationshipbetweencar manufblcturersandsuppliersisbecomingtighterandcloser・

Further’５１％oftherespondentsansweredthatthｅｋｅｙｔｏｗｉｎｎｉｎｇ

JbumaJoflnno囮IibnManagemenfNQ2 _－３０－

ChangesintherelationshipbetweencarmanufhHcturersandpart8suppUersintheJapaneseautomobileindustry

suppliercompetitionistoproposeｏｒdevelopinnovationbeyondmere enhancementofexistingtechnologies．

Next，３３％ｏｆｔｈｅｓｕｐｐｌｉｅｒｓｗｈｏｄｅａｌｗｉｔｈｍｏｒｅｔhan2car manufblcturersansweredthat“man-hours（onlyfbrtheportionthatthe

suppliｅｒｉｓｉｎｃｈａｒｇｅ）fbrdevelopingcomponentsofmajorcommercial

modelsoftheirmainclient，，ｗａｓ‘`morethantwice,，ｔｈａｔｏｆ“regular developmentman-hoursfbrdevelopingcomponentsfbrothercar manufncturers，，、Thisquestionwasfbllowedbymorespecificquestions aboutthetimingofparticipatinginjointdevelopmentprOjectsofmain clients,orgaimngdevelopmentco-operationfrommainclients、２３％ofthe respondentsanswered“lAtthephaseofdevelopingcomponentsor moduleswithanewconcept,ｏｒａｔｔｈｅｐｈａｓｅｏｆｒｅｓｅａｒｃｈｉｎｇｎｅｗｔｅchnology

(fbrexample,newrawmaterials).Itincludespilot･studylikeprOjectsthat

arenottargetedorrelatedtoaspecificcommercialmodeL，，Ａｎｄ４３％ofthe respondentschose"2.PrOjectsrelatedtoortargetedatspecificcommercial models,howevertheseprOjectsinvolvenewtechnologythatisnotmere enhancementofexistingtechnologies・OrtheseprOjectsinvolvedevelopment

ofproducts(components）thatencompassnewconcepts.，,Moreover,when

askedaboutthechangeswithregardstothetimingofparticipatingin developmentprOjects，６６％oftherespondentsanswered,“ithasbecome

earlier.'，

Adversely>ｗｈｅｎａｓｋｅｄｔｈｅｓａｍｅｑｕｅｓｔｉｏｎａｂｏｖｅｂｕｔｉｎｒｅｌａｔｉｏｎｔｏｃar manufbLcturersotherthanmajorclients,theratewasmuchlowe】Ｑｗｉｔｈｌ1％

ofrespondentsanswering“１，，ａｎｄ２６％ａｎｓｗｅｒｉｎｇ“2,,'respectivelybHowever〉

ｆｂｒｔｈｅｓｅｃｏｎｄｑｕｅｓｔｉｏｎｏｆｔｉｍｉｎｇａｓcomparedto4yearsago，４３％ofthe respondentsanswered，“Iｔｈａｓｂｅｃｏｍｅｅａrlier.，,Inaddition，３０％ofthe respondentswhoanswered“１，，intheabovequestionsalsochose‘`1',fbr clientsotherthantheirmainclient，Oftherespondentswhochose“2,,in theabovequestion，５６％chose``１，，ｏｒ“2,,fbrclientsotherthantheirmaJor

clienh

Thustheseresultsshowedthatgenerallyspeaking，suppliershave startedtocollaborateatanearlierstagewithmajorclients．

3.5ShortsummaryoftheanaIysis

Homtheanalysesabove，ｉｔｃａｎｂｅｃｏｎｃｌｕｄｅｄｔｈａｔｔｗｏｔｒｅｎｄｓｏｆ

"diversificationofthecustomerbase'，ａｎｄ``strengtheningofrelationships”

existsconcurrentlyinthecurrentJapaneseautomobilemdustryb

lnmoredetail,analysisoftransactionrelationshｉｐｓａｔｔhepartslevel showedthat，atleastuntil2002，supplierstendedtoincreasetransaction

ｲ:ノベーション･マ誌ジメンノLⅣ0.2

－３１－

＜論文＞

bases､Alsofromcorporatelevelanalysis,atleasttheNissansupplierswere eagertoexpandcustomerbases,atleastuntill998Andthequestionnaire resultalsoshowsthatthistrendisstillcontinuingtodayblnshort，our surveysclarifythattheJapanesesuppliersystemhasbecomemore``open，，

ｏｒ``diversified，';thatisfbrexample,someTbyota-groupsuppliersstartedto

dealwithNissanandviceversa、

However,ｏｎｔｈｅｏｔｈｅｒｈａｎｄ,thequestionnairesurveyalsoshowsthat duringthesameperiod，thebusinessrelationshipbetweenJapanesecar manufacturersandtheirmaJorsuppliershasbecometighterandcloser withregarｄｓｔｏＲ＆Dactivities．

Whydothesetwoseeminglycontradictorymovementsoccur concurrentlｙａｔｔｈｅｓａｍｅｔｉｍｅｉｎｒｅｃｅｎｔｔｉｍｅｓｉｎｔheJapaneseautomobile industry?Ibbebrief;thekeytosolvingthispuzzleisthefactthat"bothcar lnanufacturersandsuppliersprovidediffbrentcollaborationlevelsin accordancewiththｅnatureofthedevelopmentprOjects.'，

Thequestionnaireresponsesshowedthatman-hoursfOrmaJor customer（carmanufacturer）andothercustomersdiffbr，andalsothat suppliersgenerallyparticipateindevelopmentprOjectsofmajorclients fiPomanearlierstage・Thissuggeststhatcollaborationindevelopment prOjectsfbrmaJorcustomersandothercustomersarediffbrentinnature・

Inthenextsection,wewillattempttoclarifythelogicbehindconcurrent occurringsof‘`diversihcation”ａｎｄ“strengthemngofrelationships,，by explainingthispointindetaiL

4.Discussion

4.1ProvidingdifferentIeveIsofcoIIａｂｏｒａｔｉｏｎｉｎａｃｃｏｒｄａｎｃｅｗｉｔｈｔｈｅ ｎａtureofdeveIopmentproiects

Becauseanautomobileisthetypicalintegralarchitectureproduct,in ordertoproduceavaluableandprofitablenewmodel，carmanufacturers andsuppliersmustco-operatewitheachother,maintaindeepandfiPequent communication，ａｎｄｃｏｍｅｕｐｗｉｔｈｏｐｔｉｍａｌｄｅｓｉｇｎｓｆｂｒalmostallthe components(Konno,2000).Consequently>evenwhendevelopingaderivative modelofanexistingproduct，carmanufbLcturersandsuppliersneedto exchangeinfbrmationandjointlycomeupwithanewdesign､However,this doesnotmeanthatcarmanufacturersandsuppliersmustre-designallthe componentsfromscratch、Ｉｎｆａｃｔ，developmentofanewvehicleinvolves diffbrentsortsofprOjects；actually）onlysomeoftheprOjectsinvolve

jbumaloflhnovZWDnMtmagemenfNO2 _－３２－

Changesintherelationshipbetweencarmanufacturer8andpartssuppliersintheJapaneseautomobilemdustry

completelynewproductandproductiontechnologyornewrawmaterial technologyBMostofthetimes，however，manyofthedevelopmentsonly requireminoradjustmentsormodificationstoexistingcomponentsusing

well-establishedtechnology

Theimportantpointhereisthatalthoughdevelopmentactivities requiresomesortofconaborationbetweencarmanufacturersandsuppliers，

thedegreeofcollaborationrequiredinprOjectsfbrdevelopinginnovative technology〕issolargelydiffbrentfromthedegreeofcollaborationrequired inprOjectsfbronlymodifyingoradjustingexistingdesigns，thatthe resultingrelationshipbetweencarmanufacturersandsuppliersarealso

diffbrent(Konnq2004b)．

4.2RationaIebehindbuiIdingatighterreIationshipwithmajorcustomers Whencarmanufbhcturersinvitesupplierstoparticipateinnew

technologydevelopmentprOjects,thesuppliersinvitedareoftenlilnitedto thecoresuppliersofthatcarmanufHcturer．Ｃoresuppliersinthissense refbrtosuppliersfbrwhomthecarmanufbLctureristhemainclient,with

whomthecarmanufblcturerhashadalong-term,co-operativeandtrustfUl

relationship,ａｎｄmoreoversupplierswhohavehighR＆Dcompetencies・

SupplierstendtogivehigherprioritytoitsmaJorcustomer,soifacar

manufacturerisnotthelnainclientofthesupplie]Qthissuppliermay）

althoughnotintentionally〉１eakimportantinfbrmationaboutthis

mnnufblcturertoitsmainclientmanufblcturer・Ｏｎｔｈｅｏｔｈｅｒｈａｎｄ,ifacar manufbLctureristhemainclientofasupplier,suppliersarenormallywell awareoｆｔｈｅｆａｃｔｔｈａｔ“betrayar，ｗｏｕｌｄｒｅｓｕｌｔｉｎｌｏｓｓｏｆｂｕｓｉｎｅｓｓｔｏｔheir

maJorcustomer・Hencethiscarmanufacturerdoesnoｔｎｅｅｄｔｏｂｅｃｏｎｃｅｒｎｅｄ

ｗｉｔｈｔｈｉｓｋｉｎｄofknowledgespill-overinthefirstplace、

Also，newtechnologydevelopmentprOjectsaremoredifficultto

managethanprOjectsthatonlyinvolvemakingadjustmentsｔｏ

ｗｅｌl-establishedtechnologieaVⅥththefbrmerprOjects，valuableand innovativetechnologyisonlyactualizedwhenbothpartiesprovidetheir

latesttechnologyａｎｄｋｎｏｗ－ｈｏｗｔｏｅａｃｈｏｔｈｅｒ，engageinextended infbrmationexchangeandrepeattrialanderrorprocesses、Thiskindof knowledgetransfbr，filsionandcreationprocessisbilateral，highly sophisticatedandmvisible,itistherefbredifficulttomanage､Ａｎｄｅｖｅｎｉｆａ

ｃａｒｍａｎｕｆａｃｔｕｒｅｒａｎｄａｓuppliersucceededingeneratingnewtechnologies，

ｉｔｉｓｄｉｆｆｉｃｕｌｔｔｏｍｅａｓｕｒｅｈｏｗｍｕｃｈｃontributionhasbeenmadebywhich

paｒｔｙｍｒｈｏｗｍｕｃｈｏｆｔｈｅｒｅsultingprofitsshouldbeattributedtowhich

party

Additionally)theseprOjectsarealsonotfiPeefroｍａｈｉｇｈｌｅｖｅｌｏｆ

イノベーション･字ﾃﾋｼﾞﾒﾝﾉＭＶＤ､２

－３３－

＜論文＞

uncertainty）sothepartiesfinditdifficulttopreciselyjudgeinadvance whateachｏｆｔｈｅｍｓｈｏｕｌｄｄｏｔｏｗｈａｔｅｘｔｅｎｔ，whatlevelofresources

(human，materials，financialorknowledge）shouldbeprovidedandthe

probabilityofsuccess

Furthermore,evenifpartiesclosedNDA(Non-DisclosureAgreement)，

ｉｎcaseeitherofthemdiscloseproprietaryinfbrmationtothirdparties,the repercussionsaretremendousanditisdifficulttoproveillegalactivity／or wrongdoingonanobjectivebasis、

Moreove1fbrnewtechnologydevelopmentprOjects，althoughcar manufacturerstendtoselectsuppnersontherelationalfactorsexplained above，sUppliersmusthavesufficientR＆DcapabilitiesThisis understandablesincesuppliers，technologicalcompetencieslargelyaffbct theoutcomeofprOjects・Ｉｎｆａｃｔ，intheabove-mentionedquestionnaire survey;５１％oftheprimarysuppliersansweredthat,“Notbeinglimitedto mereenhancementofavailabletechnologies,butbeingabletoproposeor developanewcomponenttechnologyorcomponentbasedonanewconcept,，

ｗａｓｔｈｅ“mostimportantcompetencyreqmredinsuccessfUllycompeting againstothers.，，(Fujimoto,Ｋｕ,Konno,2004)．

Accordingtotheabovediscussion,wecanconcludethat;becausejoint developmentactivitiesfbrmnovativetechnologiesaredifliculttomanage onlybywayofcontracts，carmanufacturerstendtocollaboratewiththe trulycoresuppliers‐supplierawhohavesufficientR＆Dabilityanda long-termstablerelationshipwiththemanufbLcturers・sothattheycan co-operateinaccomplishingthedevelopmentprojectｕｐｏｎstrongmutual trushConsequently〉therelationshipsbetweencarmanufacturersand

thesetypesofsuppliersshouldbecomecloser(Konno2002）

4.3RationaIefordiversificationoftransactionbase

Ontheotherhand,mostprOjectsonlyinvolveminoradjustmentsto existingdesigns,SuchprOjectshaveloweruncertaintyandthetechnology

andknow･hｏｗｕｓｅｄａｒｅｎｏｔｔｈｅｌａｔｅｓｔ（atleastproductsusingsuch technologyorknowhowarealreadyavailableinthemarket),ascompared

tonewtechnologydevelopmentprOjects・ThusinthesekindsofprOjects，

knowledgespill･overisnotaseriousconcern・Forcarmanufblcturers，this makestheprOjectmanagementcomparativelyeasy〉andthereisno imperativetochooseexistingsuppliersRather,itismoreadvantageousto increasethetransactionbaseofaspecificcomponenttoacertainextent．

Theadvantageofexpandingthetransactionbaseis;ｆｉｒｓｔｏｆａｌｌ,ifcar manufbLcturerskeeppurchasingfromaspecificsUpplierbitisinevitablethat

JbumaloflnnovERIibnManagememⅣ0.2 _－３４－

ChangesintherelationshipbetweencarmanufncturersandpartssuppliersintheJapaneseautomobileindustry

thissupplier，smotivationfbrnewtechnologydevelopmentwilllower)butif carmanufblcturersexertcompetitivepressurebyprocuringfromseveral suppliers,loweringofmotivationcanbepreventedAsmentionedearlierbone ofthedisadvantagesoftheJapanesesuppliersystemisthatitgenerated

"conusion,，betweencarmanufacturersandsupplierslbpreventthis,itis

importanttoinspirecompetitionamongsuppliers(Nobeoka,1997)．

SecondlMoobjectivelyassesstheQCDD(QualityPost,Deliveryand Development)ofaspecihcsuppliemcarmanufblcturerswouldneedtoobtain mHormationhrcomparisonagainstothersuppliersHoweversuchinformation

isdifTicu]ttoaccumulateunlessthecarmanufacturersactuallydealdirectly

withthesupplier（Nobeoka，1996)．Thus，tounderstandthemdustry

standard,itisimportanttodealwithseveralsuppliers

Thirdly〕throughdealingwithseveralsuppliers，carmanufacturers canhavemoreopportunityfbraccumulatingimportantinfbrmation regardingaspecificcomponent、Especially)ifacarmanufblcturerobtains partsholnsuppUersthathavecloserelationshipwiththecarmanufacturer，s competitors，thecarmanufbLcturerhasmoreopportunitiesofindirectly knowingothercarmanufacturers，approachesandtechnologicaltren。

(Takeishi,2003)．

Ofcourse，expansionofthetransactionbasehasdisadvantages，too，

Firstofall,thedevelopmentcostpercomponentｔｅｎｄｓｔｏｂｅｍｏｒｅｅｘｐｅｎｓｌｖｅ

ｗｈｅｎｂｏｕｇhtfromseveralsuppliers,ascomparedtowhenitisboughtfiFom asinglesupplierinbulk（Nobeoka，1999)．Secondly)expandingsupplier basebeyondnecessity)themanufblcturer，sbuyingpowerdecreasesdueto reducedpurchaseamount，ａｎｄｔｈｅｙｍａｙｍｉｓｓｏｕｔｏｎｇａｉｎｉｎｇｃｏｍｐonents withtrulyneededspecifications（Konno2003)．Thirdly｝expandingthe supplierbase,themanagementandadjustmentcostsofjointdevelopment

activitiesincreases(Nobeoka,1999)．

Thus，ｉｔｉｓｎｏｔｗｉｓｅｆｂｒｃａｒｍａｎｕｆａｃｔｕｒｅｓｔoincreasesupplierbase unlimitedlybHowever，asdiscussedabove，uptoacertaindegree，there existsasufEicientlogicfbrexpandingthesupplierbasefbraspecific component，Newsuppliersareacceptableandcarmanufacturerseven encouragetheirexistingsupplierstoexpandtheircustomerbase、

ConsequentlJitherelationshipbetweencarmanufacturerandtheir

non-coresuppnershasopened．

4.4ReconciIiationforconcurrentoccurrenceof6`diversification，,ａｎｄ

“strengtheningofreIationships,’

AseXplainedintheprevioussectioｎs，fbraglvencomponent，a relativelysmallnumberofprOjectsinvolvedevelopmentofadvanced

イソバーシュン･ﾏﾃﾞﾋｼﾞﾝ《ﾝ/LlVo2

－３５－

＜論文＞

technologywhileothersdonot・Ｆｏｒｔｈｅｆｂｒｍｅｒ,carmanufacturerstendto prefbrclosecollaborationwiththeircoresupplierswithwhichtheyhave long-termstabledealingsandvarioussharedroutinesandstrongmutual trust・Ｓｍcetheseprojectsinvolvethedevelopmentofnewinnovative technologies,itisextremelydifficulttomanagetheminanordinaryjoint developmentscheme、Ｏｎｔｈｅｏｔｈｅｒｈａｎｄ，however，inlesstechnically advancedandrelativelysimplerprOjectswhichrequireminoradjustments ormodificationstoexistmgcomponents,themanagementofprOjectsisnot sodifficultthatcarmanufacturescansafblydealwithnewandadditional suppliers，andtheycanevenencouragetheirexistingsupplierstoexpand

theircustomerbase、

Thus，ｉｔｃａｎｂｅｓｕｍｍａｒｉｚｅｄｔｈａｔｔｈｅ“diversificationofcustomer base，，refbrstothelattercategoryofjointdevelopmentprOjects,ａｎｄｔｈｅ

"strengthemngofR＆D-relatedties''tothefbrmer．

Let'slookattheabove-mentionedtrendｈＰｏｍａ"knowledgemanagement perspective，，Thecharacteristicsofinter-companycollaborationinthe

"knowledgecreation'，phase，whichmeansthephaseofgeneratingan innovativenewtechnology>ｉｓｄｉｆｆｂｒｅｎｔｆｒｏｍｉｎｔｈｅ“knowledgeutUization，，

phase，ｗhichmeansthephaseofapplyingexistingknowledgefbr producingvariousderivativeproducts、

FbllowingBadaracco(1991)，sterminology）ｉｔｉｓｓａｆｂｔｏｓａｙｔｈａｔｔｈｅ

ｆｂｒｍｅｒｐｒｏｃess（theprocesswhichmakesupinnovativenewtechnology）

correspondstothe“knowledgechain，，andthelatterprocess（theprocess

whichonlymodifiesexistingcomponents)correspondstothe"productchain?'、

Andthemanufacturer-supplierrelationshipmtheJapaneseautomObne industryisalsobecomingtighteraｎｄｃｌｏｓｅｒｉｎｔｅｒｍｓｏｆｔｈｅ“knowledge chain,'，whereasintermsofthe“productchain,'，therelationshipisbecoming

moreopen・

Infact,hFominterviewsurveys,atleastsomemaJorcarmanufacturers arenowclassifyingtheironcecoresuppliersfUrthermtotwogroups;a groupconsistingoftrulycoresuppliersthatcanplayanimportantrolein generatingcompletelynewinnovativetechnology；ａｎｄａｇroupconsistingof remainingsuppliers．

JbumalofﾉnnovEulibnManagBmenrlVb､２ _－３６－

ChangesintherelationshipbetweencarmanufncturersandpartssuppliersintheJapaneseautomobileindustry

Figure9

suppIiems

Source:Konno(2004b）

5.ConcIusion

5.1Thefutureofthesuppliersystem

Asmentionedearher,ｉｎｔｈｅｐａｓｔｍａｓｓｍｅｄｉａ,alotofexpertseagerly

reportedthｅ“collapseofthekeiretsusystemintheJapaneseautomobile

industry，，However，thispaperrevealsthatsuchviewissomewhat superficiaL

Surely)thetransactionbaseinthesupplieｒｓｙｓｔｅｍｉｓｅｘｐｅｃｔｅｄｔｏｂｅ

ｍｏｒｅａｎｄｍorediversifiedinthefUture､Asfarasweknowfrominterviews

andsurveys,Japanesecarmanufacturersstartedtoproactivelyencourage theirsupplierstoexpandthetransactionbaseafter2000Thisislargely becausecarmanufacturersrealizedthatrapid，１arge-scaleexpansionof

production，whiｃｈｗａｓｓｅｅｎｉｎｔｈｅｐａｓｔ，wasnolongerlikelytohappen，

Anotherfactor,whichsetofftheabovemovement,wasNissan'ssuccessin significantlyreducingpurchasecosts,broughtaboutbytheir`RevivalP1an，

andthesubsequentreviewofpurchasingstrategyb

Also,technologicaldivisionsofcarmanufacturersoncetendedtobea ratherpassiveopinionthat"ifkeiretsusuppliersarepermittedtodiversify theircustomerbase，ｉｔｗｉｌｌｌｅａｄｔｏｌｅａｋａｇｅｏｆｏｕｒｔｅｃｈｎｏlogyb,’However recently)theprevailingopinionis“evennewtechnologyisrelativelyeasyto

imitateonceitisinthepubliｃｄｏｍａｉｎ(iｅ､launchedinthemarket)Ifthis

isthecase，proactivelysellingourco-developedtechnologyfromanearly stageandmakingthattechnologythedefactostandard，ｗｉｌｌｌｅａｄｔｏｃｏｓｔ

イソベーシュン･マ可ヒジメントⅣ0.2

－３７－

＜論文＞

reductioncausingproductionincrease，whichinturnwouldbenefitboth

parties(carmanufbLcturersandsuppliers).”Suchopimonalsoseemstobe

assistingthemovementtowarddiversification

Howeve】Gsuchmovementdoesnotnecessarnylessentheimportance oflong-lasting，co-operativeandstablerelationshipsbetweencar

manufblcturersandsuppliers・Infblct，carmanufacturesneedtheircore

suppliersinordertodevelopnewinnovativetechnologiescollaboratively Ontheotherhand，almostallsuppliersfacemanyadvancedtechnology issueswhichcouldonlybedealtincollaborationwithcarmanufacturers,so itiscrucialfbrsupplierstojoinco-developmentprOjectsofmaincustomers fbrnewinnovativetechnologyandgainmoreusefUlinfbrmationand technologyknow-how，Forthisreason，theJapanesesuppliersystemis becomingdiversifiedwithrespecttotｈｅ‘`productchain,，，however，with

regardstothe“knowledgechain，，，tiebetweencarmanufacturersand

suppliersarebecomingincreasinglystrongerandcloser，asstated

repeatedlyelsewhereinthispaper、

ＴｈｉｓｍｅａｎｓｔｈａｔａｔｌｅａｓｔｉｎｔｈｅＪａｐａｎesesuppliersystem，thetwo seeminglycontradictorymovementsof"diversification，，ａｎｄ``strengthening'，

ofrelationshipsamongcarmanufblcturersandsuppliers，arelikelyto progressconcurrentlyatthesametime・Fromadiffbrentperspective，the keiretsusystemisnotgoingtoconapse,butthefUndamentalqualityofthe keiretsusystem，“co-existenceofcompetitionandco-operation”（Itami，

1988)islikelytoberefinedandstrengthenedinthefmture．

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