Introduction Many operations management scholars have identified Toyota’s production systems as some of the best management systems in terms of efficiency and their continued increment of productivity

Toyota kompaniyasining boshqaruv strategiyasi:
Toyota dunyodagi ikkinchi yirik kompaniya. Kompaniyaning ushbu ulkan muvaffaqiyati kompaniya tomonidan qo'llanilayotgan biznes strategiyasini ochishga ilmiy qiziqish uyg'otdi, ko'plab olimlar bu muhim mezon bo'lishi mumkinligiga ishonishadi. Tashkilot muvaffaqiyatini oshirish uchun ishonchli korporativ strategiyaga sarmoya kiritish juda muhimdir.
Bular faqat Toyota uchun xos bo'lgan ishlab chiqarish tizimini rivojlantirish, qayta injiniringga investitsiyalar, sifat va yuqori texnologiyalarga katta e'tibor berish, gibrid avtomobillarni ishlab chiqarish, xodimlarning farovonligi bilan bog'liq xarajatlarga katta e'tibor berish va rag'batlantiruvchi ishchi kuchini yaratishdir. xodimlarni qondirishning turli strategiyalari.
Garchi bu jabhalarning har biri muvaffaqiyatga erishish uchun biznes strategiyalarida ajoyib bo'lsa-da, Toyota ishlab chiqarish tizimi ishlab chiqarishning umumiy to'g'ridan-to'g'ri xarajatlariga ta'sir qilishi mumkinligini tan oladi, shunda yakuniy mahsulotlar bozorga o'ta yuqori narxlarda taklif qilinadi.
Bu o'z navbatida kompaniyaning sotish hajmiga va shuning uchun rentabelligiga ta'sir qiladi. Aynan shu maqsadda Toyota ishlab chiqarish xarajatlarini kamaytirish maqsadida texnologik jihatdan xabardor ishlab chiqarish tizimlariga sarmoya kiritdi. Ushbu tizimlarga tejamkor ishlab chiqarish, o'z vaqtida strategiyasi, Kayzen, Jokoda, Andan, Kanban va tortish tizimi kiradi.

The competitive advantage of a company can be analysed from a wide number of approaches. One of such ways is from the paradigms of Porter’s competitive strategy. From Porter’s approach to competitive advantage of a company, five main forces shape the degree of rivalry in any industry.

With regard to Management Study Guide , these are “threat of new potential entrants, threat of substitutes products, bargaining power of suppliers, bargaining power of buyers, and rivalry among current competitors” . In vehicle production, there is a little suppliers’ bargaining capacity.
There is a global distribution of suppliers of various parts of automobiles including the cooling systems, electrical systems, and braking systems among others meaning that suppliers are not free to determine the prices of the products supplied to the manufacturers of automobiles or assemblers.
In terms of the bargaining power of the buyers, the competitive advantage of Toyota is at stake since buyers have an incredible accessibility to information from the internet and other sources, which guide them in the selection of their preferred automobile models. Heavy capital base requirements to start an automobile company make threats of new entrants minimal for Toyota Company.
Embracement of technology reduces the cost of Toyota vehicle. Consequently, the company is able to sale its products at much competitive prices in comparison to its competitors in the industry. The only substantial current competitor is GM, which is the world’s market leader. Threat of substitutes is minimal.

Kompaniyaning raqobatbardoshlikdagi ustunligini ko'plab yondashuvlar orqali tahlil qilish mumkin. Bunday usullardan biri Porterning raqobat strategiyasi paradigmasidir. Porterning yondashuvidan kompaniyaning raqobatbardosh ustunligiga qarab, har qanday sohadagi raqobat darajasini beshta asosiy kuch shakllantiradi.

Menejmentni o'rganish bo'yicha qo'llanma ga kelsak, bular "yangi potentsial ishtirokchilar tahdidi, o'rnini bosuvchi mahsulotlar tahdidi, etkazib beruvchilarning savdolashish kuchi, xaridorlarning savdolashish kuchi va joriy raqobatchilar o'rtasidagi raqobat" . Avtotransport vositalarini ishlab chiqarishda etkazib beruvchilarning savdolashish qobiliyati ozgina.
Avtomobillarning turli qismlarini etkazib beruvchilarning global taqsimoti mavjud, shu jumladan sovutish tizimlari, elektr tizimlari va tormoz tizimlari, shu jumladan etkazib beruvchilar avtomobil ishlab chiqaruvchilari yoki yig'uvchilarga etkazib beriladigan mahsulotlar narxini belgilashda erkin emas.
Xaridorlarning savdolash qobiliyati nuqtai nazaridan, Toyota-ning raqobatdosh ustunligi xavf ostida, chunki xaridorlar Internet va boshqa manbalardan ma'lumotlarga ajoyib kirish imkoniyatiga ega bo'lib, ular afzal ko'rgan avtomobil modellarini tanlashda ularga rahbarlik qiladi. Toyota kompaniyasi uchun yangi ishtirokchilar tahdidini minimallashtiradi.
Texnologiyani qabul qilish. Toyota avtomobili narxini pasaytiradi. Shunday qilib, kompaniya o'z mahsulotlarini sanoatdagi raqobatchilarga nisbatan ancha raqobatbardosh narxlarda sotishga qodir. Yagona jiddiy raqobatchi - bu jahon bozorida etakchi bo'lgan GM. O'rinbosarlarning tahdidi minimaldir.