In 2010 car plant in Russia produced 1.2 million passenger cars – twice (+101.9%) more than in 2009.
Financial capacity of the largest market in the country in the Moscow region has declined, but others could grow by tens of percent - mainly due to the replacement of low-cost cars by more expensive models, experts say.19 junemore info
Sales of cars with mileage by the largest dealers in Russia in 2016 were 212.6 thousand units.
Date of issue: 23.03.11
Format: A4, 101 pages
Price: 1 750 €
Following two of the most challenging years in its history with the first loss recorded in over 70 years and a series of global recalls with far-reaching implications affecting the carmaker’s reliability aura, the world’s number one automaker is laying out plans to return to solid business fundamentals and to regain the positive customer perception it has boasted of for years.
In order to trigger such changes Akio Toyoda, the company’s president, has decided to make the organisation leaner by reducing the number of directors in the company’s board (from 27 to 11) and ousting some key personnel such as former president Watanabe, who oversaw Toyota’s expansion between 2005 and 2009 and was still part of the board. Under the Global Vision plan Toyota is also delegating more power to regional subsidiaries in the attempt to streamline decision-making, by making it more local, and to gain a greater perception into each country’s problems and requirements. The Global Vision plan, aimed at shaping the Toyota of 2015 and beyond, is being translated into targeted measures for the different regions.
Greater local sourcing for overseas subsidiaries and more part rationalisation are the two main drivers for Toyota’s purchasing strategy, the first element in line with the decision to localise a larger share of production closer to final markets, the latter as a continuation of the CCC21 program of the early 2000s which resulted in substantial savings for the automaker. This report offers a comprehensive analysis of the changes to the carmaker s purchasing strategy in light of the recent strategic decisions and guidelines and also describes how the carmaker s supplier relationship management, which has set the standard in the industry, is expected to evolve over the next few years.
Addendum: Japanese Earthquake - March 2011
This report was completed and published in the days after Japan was hit by the biggest earthquake in its history and the subsequent tsunami which swept away a number of communities in the north east of the country. The nuclear disaster at the Fukushima plant has added another concern to the Japanese population of the stricken area. Though the majority of this report deals with the overall structure and planning of the company, SupplierBusiness has included a supplementary comment on the potential effects this may have on Toyota strategy in the report.
From the assembly line of the Ford Sollers plant in Yelabuga, the 50,000th crossover Ford Kuga has come down since the start of production of this model in Russia in July of 2012.more
According to the results of the first quarter of 2017, KAMAZ's revenue from the sale of products, goods and services was 26.4 billion rubles - by 9.2 billion more than in the same period of the last year.more
"GAZ Group" presented a mobile medical center, created on the basis of the "GAZelle Next" minibus, within the framework of the forum "Health of the nation - the basis of Russia's prosperity". The car is aimed at the on-site medical examinations, diagnostics, medical examination and emergency medical care.more
The indicators of 2010 are detected as a promising after the failed results of 2009, when the production of trucks decreased by 64,5%. By the results of year the production of trucks in Russian Federation was 150,4 units that was more by 64,9% than the results of 2009.more