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The Growth History and Global Expansion Story of 'Nipparts', an Automotive Parts Company
- Writing language: Korean
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Base country: Japan
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Summarized by durumis AI
- Nipparts has grown into an automotive parts manufacturer, starting with the production of springs for automotive suspension in the 1930s, and has been actively expanding its business to the US, Europe, and Asia since the 1960s.
- The company grew to become the industry's No. 1 by acquiring competitors and restructuring the industry, and enhanced its market competitiveness through cooperation with global companies, such as the joint venture with Rockwell of the US.
- Nipparts has pursued business diversification by expanding into various businesses, including bowling alleys and taxi companies, in addition to its automotive parts business. Rikuji Suitomo, who took office in 2017, is a technology specialist who demonstrates leadership by listening to employees' ideas, leading to the company's continued growth.
The history of Nip Parts, a manufacturer of automotive parts, dates back to the 1930s. At that time, the company, then known as 'Shibaura Spring Manufacturing', was producing springs for automotive suspensions and gradually expanding its scale.
In the 1940s, after World War II, Nip Parts began operations at its Yokohama and Ina plants, keeping pace with the postwar reconstruction efforts taking place across Japan. In the 1950s, the company merged with Daido Steel and expanded its business by building a new seat factory.
Entering the 1960s, Nip Parts stepped up its efforts to enter overseas markets. After first entering the US market, it established joint ventures in Thailand and Taiwan. In the 1970s, it established joint ventures in Brazil and the US again, and in the 1980s, it moved its headquarters to Yokohama after establishing operations in the US and Spain.
In the 1990s, Nip Parts expanded its business to Europe following Thailand, India, and Brazil, and in the 2000s, it established joint ventures in India and Indonesia. In the 2010s, the company established joint ventures in India, the Philippines, Mexico, and Hungary, among others, growing into a global enterprise.
Nip Parts has steadily expanded its production facilities since the postwar reconstruction period, keeping pace with the growth of the automotive market. It has grown to become the industry leader through the acquisition of competitors and industry restructuring, and has also actively pursued a global expansion strategy through joint ventures.
Its entry into the US, European, and Asian markets has been particularly notable. Nip Parts built new factories or formed joint ventures with local companies in these regions, where the automotive industry was growing rapidly. For example, it began a joint venture to manufacture seats with Rockwell in the US, and it opened a factory in Thailand, leveraging the favorable conditions of an export-oriented economy, employing local labor to tap into the market.
In addition to automotive parts, Nip Parts has boldly ventured into new businesses. Its decision to operate bowling alleys and taxi companies stemmed from its assessment that the future was uncertain solely with automotive parts. It diversified its business into precision parts and non-automotive sectors, launching new businesses in various fields, including pipe hangers, mechanical multi-level parking garages, chemical products and electronic components, joining and ceramics, and security.
Nip Parts, which has grown into a global company with its unique passion and spirit of challenge, has also experienced several monumental events in its business operations. One of the most significant is that more than half of its presidents have come from technical backgrounds. The current president, Rikuji Shitomoto, who took office in 2017, is the first president in the industry to have a technical background.
There is also a small but meaningful episode in Nip Parts' culture and identity. Shitomoto says that during his younger years, he was suddenly ordered by the company to leave society. He says that this experience instilled in him a management philosophy of "becoming a company that consistently generates profits."
The fact that the company had threatened the livelihood of its employees due to declining profitability had spurred his entrepreneurial spirit. He is said to have demonstrated leadership that listened to his employees' ideas and was meticulous in even the smallest details.