Nissan develops light truck global production platform

According to Nissan Motor Company, as of Thursday, the company has developed a public platform for light trucks, which will be used on the new Cabstar and other types of trucks to maximize production efficiency.

The new light-duty vehicle platform will jointly replace Nissan's 11 platforms for the development of light commercial vehicles prior to 2010 with the Vans platform, which will significantly reduce the company’s cost. Nissan, Japan's second-largest automaker, said in a statement that the platform jointly developed by Nissan’s two engineering institutes in Barcelona and Japan will be used for the first time on the new Cabstar, which will be available in September. Listed in Europe, production will continue in Avila, Spain.

Nissan has made the development of light commercial vehicles one of the company's key areas of development. Its goal is to become the world's leading car manufacturer like GM and Ford. In the economic year that ended on March 31, Nissan’s sales of light commercial vehicles reached 400,000 units, and its profit margin increased by 7.7%. “The development and introduction of new commercial vehicle platforms shows that Nissan has a foothold in the global commercial vehicle sector,” said Andy Palmer, vice president of Nissan Light Commercial Vehicles, in a statement.

Nissan has no plans to jointly develop a new platform with Renault Motors of France. Renault and Dongfeng Motors are currently Nissan's major partners in the light commercial vehicle sector.

The definition of a light commercial vehicle is as follows: Commercial cars, trucks, and buses with a payload of less than 8 tons. Light trucks typically carry between 2.8 tons and 15 tons.

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Nissan Motor Co., Ltd. is a big auto company that competes with Toyota in many ways. The popular saying “Toyota in the West and Nissan in the East” is the most realistic assessment of the strength of the Nissan Motor Group. If "Toyota" is known for its strong sales volume, Nissan is known for its technology.

The core enterprise of Nissan Motors Furong Group. Its predecessor was a car manufacturing company co-financed from "Japan Industries" and "Gold Cast Products" in 1933. The second year is now the current name, and it has been used so far. The group is divided into three major series: one is the Hitachi system with the same parent, the second is the direct system established by Nissan, and the third is the independent system that entered the series in the mid-fifties. There are five series of sales networks. There are more than 30 listed and publicly traded companies, but they are relatively small compared to Toyota, and Toyota Group's Nippon Denso has one trillion yen in sales. The domestic market accounted for 17.1 percent (in 1992), accounting for second place. In the world, it is second only to GM, Toyota and Ford's big auto companies.

The management structure of Nissan Motor Group is basically divided into three aspects: component manufacturing, assembly and sales services. Since the mid-fifties, Nissan has been actively promoting the serialization of parts and components companies, and has gradually formed a group of companies focusing on “Shiko Kogyo” (illuminators) and “Jieke” (clock watches). The Nissan Affiliate Corporation named by the Rixiang Association has 191 companies, including many listed companies. In terms of assembly, "Diesel Engine Industry", "Nissan Ontology" and "Aichi Machinery Industry" are the three pillars of the assembly enterprise group.

In the development of Nissan, although it has suffered setbacks and blows, it will always surpass Toyota as its target and driving force for its development. Nissan’s success in launching the "Bluebird" and "Sedlik" models in 1950 and 1960 resulted in a huge success in the market, which was a great success and a milestone in Nissan's development. In 1966, Prince Motors was merged and once competed with Toyota for the first market share, but it later fell behind Toyota. In the mid-1980s, after a series of internal reforms, Nissan launched the “Bel” and “West Malaysia” models to further advance Nissan’s business. However, despite Nissan’s strong sense of competition with Toyota, it failed to surpass Toyota. Since the establishment of Nissan, the labor disputes in the company have plagued the development of the company. Sharply opposed labor disputes have caused the company's development to suffer repeated setbacks. The volume of final accounts for March plummeted, leading to the first deficit after listing. There is not much difference between the members of the Nissan Enterprise Group, and the relations between the companies are horizontally arranged. Therefore, when the company acts, it cannot achieve the same pace as Toyota. Nissan has been planning to create several core companies to attract and restrict more series of companies, but it has not yet been implemented.

In order to further adjust the corporate structure and rationalize the allocation of corporate organizations, Nissan is putting staff reductions and equipment investments on the agenda, and is preparing to review the company's large and weak body. In February 1993, it announced plans to lay off 5,000 people by the end of 1995 to reduce the cost of 200 billion yen. The goal is to increase production efficiency by increasing domestic sales and merchandise and achieve an annual output of 2 million units ( Domestically, establish a highly efficient transfer system. However, the subsequent appreciation of the yen makes the company unpredictable. After the closure of the booth, it will likely face further corporate restructuring.

The business overseas began very early in 1961 when Mexico was established in Mexico. Nissan started production in the United States in 1980, which was later than Honda, but earlier than Toyota.