澳洲代写assignment:丰田汽车公司的采购策略。丰田汽车公司是一家跨国汽车制造商，总部设在日本爱知县丰田市。根据2016年的数据，它是全球最大的汽车制造商。丰田公司是国际市场上混合动力电动汽车的主要销售商，也是全球鼓励采用混合动力电动汽车的大规模市场的最大组织之一。下面的报告将涉及领先的汽车公司丰田的供应链实践。主要的重点将是采购战略及其有效性、目标、运作和履行订单的过程。澳洲代写assignment专家将在下面的报告中进行分析和评价。
丰田汽车公司通过运营层面来管理公司的供应商。第一级的供应商在一个产品开发团队中共同工作，第二级的供应商制造单个的组件。第一级的供应商非常支持，在更大程度上，他们之间存在信息共享和协作(Ervolina et al.， 2006)。prime汽车公司认为，他们的供应商可以开发公司的工艺流程，因此，它派员工到供应商那里，以补偿更高的工作量。除此之外，它还将一些高层官员调至供应商组织的最高职位。这样做是为了让供应商获得更多关于丰田公司管理实践的知识，并熟练掌握由丰田公司发起的精益生产实践(Ervolina et al.， 2006)。
丰田汽车公司最重要的采购策略之一就是外包。外包的优势包括通过聚集大量订单获得大规模生产的经济，这将能够减少制造和采购方面的费用。风险集中过程的另一个好处是将需求计划中的不确定性转移给供应商，而供应商则通过风险集中的效果降低不确定性风险(Hugos, 2018)。外包的过程有助于减少资本投资，资本投资再次转移到供应商，供应商的巨额投资被分享给客户。外包的过程集中在丰田公司的主要能力上。例如，它有助于更多地集中在公司的主要优势，它让丰田在产品与其他竞争公司的产品差异化(林顿，Klassen和Jayaraman, 2007)。外包的过程增加了公司的灵活性，其形式是提高了更好地应对客户需求变化的能力。它还增加了利用供应商的技术诀窍来加速汽车开发所需时间的能力。有提高能力的范围，以获得新的创新和技术的公司丰田(Hult, Ketchen和Nichols, 2002)。
丰田Moto Corporation公司购买策略的有效性可以从以下信息中得知。在丰田，大约30%的零部件来自外部。在发动机方面，丰田公司既有能力又有知识。这促使公司在组织的制造单位内部生产它们。然而，在传输的情况下，即使公司拥有知识并且部件是由公司设计的，公司仍然依赖供应商的能力并且70%的部件是从外部采购的(Kleindorfer和Saad, 2005)。另一方面，电子汽车的系统一般是由丰田的供应商制造和设计的，公司依赖于其供应商的知识和能力。丰田公司似乎改变了其外包的做法，依赖于子系统和组件的战术功能。例如，成分的优势越大，对能力或知识的依赖就越小(霍特，凯辰和尼科尔斯，2002)。
The company, Toyota Motor Corporation, manages the suppliers of the company with the help of operational levels. The suppliers in the first level work jointly in a team of product development and the suppliers in the second level make the individual components. The suppliers in the first level are extremely supportive and there is the presence of sharing information and collaboration among them to a greater extent (Ervolina et al., 2006). The prime automotive company considers that development in the technological processes of the company is possible by their suppliers and for this reason, it sends its employees to the suppliers for compensating for higher load of work. In addition to this, it also shifts some of its high ranked officials to the top positions in the suppliers’ organisations. This is done so that the suppliers may gain more knowledge of the management practices in the company Toyota and become proficient in the practices of lean production started off by the company (Ervolina et al., 2006).
One of the most important purchasing strategies of the automotive company, Toyota, is the process of outsourcing. The advantage of outsourcing comprises of gaining the economies of large scale production by aggregating a huge number of orders which will be capable of reducing the expenses both in terms of manufacturing and purchasing. The other benefit of the process of risk pooling consists of the process of shifting the uncertainties in the demand schedule to the suppliers who in turn reduce the risk of uncertainty by the effect of pooling the risks (Hugos, 2018). The process of outsourcing helps in the reduction of the investment of capital, which is again shifted to the purveyors, and the huge investments of the suppliers are shared among the customers. The process of outsourcing focuses on the main capabilities of the company Toyota. For example, it helps to concentrate more on the chief strong points of the company and it lets Toyota to make differentiation in the products with the products of the other companies in competition (Linton, Klassen and Jayaraman, 2007). The flexibility of the company increases as a result of the process of outsourcing in the form of increasing the capability of responding in a better way to the shifts in the demand of the customers. It also increases the capability of using the technical knowhow of the suppliers for accelerating the time required in the development of the cars. There is the scope of increasing the capability of gaining accessibility to the novel innovations and technologies of the company Toyota (Hult, Ketchen and Nichols, 2002).
The effectiveness of the purchasing strategies followed by the company Toyota Moto Corporation can be known from the following information. In Toyota, more or less thirty per cent of the parts are sourced from outside. With respect to the engines, the company Toyota possesses both capacity and knowledge. This prompts the company to produce them internally in the manufacturing units of the organization. However, in the case of the transmissions, even though the company possesses the knowledge and the components are designed by the company, the company is reliant on the capabilities of the suppliers and seventy per cent of the parts are sourced from outside (Kleindorfer and Saad, 2005). On the other hand, the system of the electronic vehicles is in general manufactured and designed by the suppliers of Toyota and the company is dependent on both the knowledge and capacity of its suppliers. It appears that the company, Toyota, varies its practice of outsourcing relying on the tactical function of the subsystems and components. For instance, the more advantageously significant will be the ingredient, the lesser will be the reliance on capacity or knowledge (Hult, Ketchen and Nichols, 2002).
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