Integrated Business Experience Toyota Motor Corporation

Question: Discuss about theIntegrated Business Experiencefor Toyota Motor Corporation. Answer: Introduction Integrated business planning is the business planning procedure that extends the objectives throughout the supply chain as well as customer portfolios. Integrated business planning is also considered as the best practice model of the industry. It is regarded as a common sense procedure that is led by senior management for bringing into line the policies of the company on monthly basis. IBP also focus on makes sure the early focus on any probable gaps in business performance. The report provides details about Toyota. Toyota Motor Corporation is a Japanese automotive assemble that is headquartered in Toyota, Aichi in Japan (Bowman 2015). Operation in Australia Toyota Motor Corporation Australia Limited is a completely owned subordinate of Toyota Motor Corporation in Japan. Since the year 1963, the company manufactures cars in Australia. At present, Toyota constructs three models that include Camry, Camry Hybrid and Aurion for both local and export clients. The completely incorporated Altona manufacturing plant integrates high-tech weld and congregation shops in order to manufacture vehicles that have been independently recognized as the superlative quality locally built cars in Australia (Jayamaha et al. 2014). The Altona industrialized plant is the Toyota manufacturing competence that function in the Melbourne suburb of Australia. The plant mainly creates the Camry and Aurion for sale locally in Australasia and for export to the Middle East. The plant also manufactured the Avalon during the year 2005. The unrestrained production of the new Australian Camry Hybrid was commenced in the year 2010. Toyota Australia also proclaimed proletariat motorsport series that was acknowledged as the best-selling sports car. A broad variety of iconic Australian activities through community sponsorship was mainly supported by Toyota Australia (Su, Levina and Ross 2016). Culture and Management Behavior The organizational and the management behavior of Toyota describe the responses of the workers to challenges that is mainly followed by the organization. The culture is mainly used by the organization in its home country to maximize capabilities of human resource in innovation. The diverse cultural activities of Toyota indicate a vigilant approach in facilitating organizational learning. The culture of the organization mainly focuses on quality (Shim and Steers 2012). Toyota represents one of the top car manufacturers in Australia to work for. The expanded employment approach leads to innovative ideas as well as future concepts that keep up-and-coming on the frontier of the car industry, thereby upholding Australian as well as Global industry leadership. The organization believes in being ethical in the business sense as well as in the social sense. Ethics generally takes place at the core of the company. Management believes in diversification with the help of which it represents various faces of Toyota. Global Corporate Social Responsibility Toyota has endlessly endeavored to contribute to the sustainable development of society since its foundation. The freedom of mobility has greatly expanded the motor vehicle company. The company had contributed towards sustainable development and the company also takes inventiveness to contribute harmonious as well as sustainable development to the society. The management of Toyota interacts with its stakeholders in order to provide sustainable development and attempt to build as well as maintain sound relationship with the clients with the help of open and fair communication. Toyota has taken initiative in Australia to develop the manufacturing procedure through a greener method. To provide global corporate social responsibility, the company has designed and manufactured its vehicles that are based on the concept of three Rs that includes recycle, reduce as well as reuse. Various environmental activities have been undertaken by Toyota to contribute to the society. Toyota has also encouraged the individuals to be involved in the recycling program (Chandler 2016). Multi-National Competitive Advantage Japan has always acted as the major market for Toyota Motor Corporation for its products. As a result, the success of Toyota at the international scenario started from the home country of the corporation. There are various factors that have helped the company to achieve multi-national competitive advantage. The factors mostly include skilled labor force, rich deposits of resources, and linguistic capabilities of the labor force as well as shortage of labor force. Toyota has been able to gain competitive advantage over other players in the car industry mainly due to the accomplished human resource. Either an engineer or a technologist operates each corporation in Japan. The leadership in Toyota is in better position as compared to the other CEOs to understand the implication of technology. This in turn had helped the company to gain worldwide competitive advantage (Williamson et al. 2013). Toyota had also gained competitive advantage in Australia due to the present status of Japanese subsidiaries in Japan. Subsidiaries of Japanese multinational companies play a major role in the market of Australia. With the help of innovation, Toyota Motor Corporation in Australia has been able to gain as well as maintain competitive advantage. Development of infrastructure, quick economic development in Australia as well as investment policy had contributed to the multi-national competitive advantage in Australia (Thompson et al. 2013). Conclusion It can be concluded that Toyota believes in being ethical in the business sense as well as in the social sense. The plant of Toyota mainly manufactures the Camry and Aurion for sale locally in Australasia and for export to the Middle East. It can be also be concluded that Toyota had gained competitive advantage in Australia due to the present status of Japanese subsidiaries in Japan. References Bowman, R.J., 2015. A dose of reality: US Army revamps forecast to reflect actual demand: inspired by practices in the private sector, the Army Materiel Command division embraces the concept of integrated business planning--and ends up saving billions of dollars in inventory expense.Supplychainbrain. Chandler, D., 2016.Strategic Corporate Social Responsibility: Sustainable Value Creation. SAGE Publications. Jayamaha, N.P., Wagner, J.P., Grigg, N.P., Campbell-Allen, N.M. and Harvie, W., 2014. 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