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The purpose of this article is to better understand Japanese manufacturing in mainland China and clarify how traditional Japanese subcontracting has changed and is changing to fit the economic environment there.

This article looks at the subcontracting practices of the Toyota Group along with the evolution of Shanghai Koito's operations in mainland China. The research for this study was conducted from 1995‐2003 and is based on visits to Toyota's China headquarters in Beijing and its technical center in Tianjin, Shanghai Koito Company, Sichuan Toyota, and Tianjin Toyota.

When Japanese style subcontracting in mainland China is compared with that of traditional Japanese subcontracting, a stark contrast is revealed. First of all, it is clear that Japanese‐affiliated enterprises in China are moving away from an insular, vertical subcontracting structure dominated by a single assembler. In the new subcontracting system, characteristic features – such as a broad customer base and localization – contrast with earlier features that included a substantial delegation of authority, regulated interfirm competition, and long‐term relations.

This paper is based on two case studies and so, while its findings may be accurate for the companies in question, helpful for understanding Japan's auto industry in mainland China, and may be more widely applicable, the findings are unlikely to be universally applicable.

With short‐term guidance corresponding to the needs of localization and the effective use of cheap labor coming to the fore, the examples of Toyota and Shanghai Koito may provide helpful illustrations of the kind of adaptation needed to succeed in mainland China. In particular, by moving away from a reliance on its traditional Japanese customers for sales, Shanghai Koito seems to have positioned itself well to avoid the hardship of dwindling sales that other more traditionally oriented Japanese suppliers have begun to face. Moreover, its growing independence may be an important indicator of what the future may look like for Japanese manufacturing.

Looking at the history of industrial development in East Asia, the adaptation of Japanese business practices to different economies in the region has been an important theme. This study provides an up‐to‐date review of a number of current issues facing Japanese automakers as they develop their operations in mainland China.

This case aims to examine how Taiwan's bicycle industry has persevered against increasingly severe competitive challenges from Chinese companies. The Taiwan firms have created innovative, high value‐added products and transformed the organization of production through a new version of cooperative competition. The case seeks to show how established producers may counter‐attack when faced with the strong challenges of low‐cost competitors.

The authors, all experts on Taiwanese manufacturing and business processes, examine the characteristics of an integrated, co‐innovative, cooperative supplier network, named the A‐Team.

The paper finds that, broadly speaking, integrated, co‐innovative supplier networks have two basic features that differentiate them from traditional modular, symbiotic supplier networks. First, whereas traditional supplier systems have emphasized cost control, integrated, co‐innovative supplier networks appear to be more focused on value creation through co‐innovation. Secondly, by adopting a more integrated network structure, such supplier networks appear to have a greater ability to resist imitation.

Based on Taiwan's bicycle industry, there seem to be five basic conditions for establishing a successful integrated, co‐innovative supplier network. There must be: a strong awareness of industry risks and/or prospects; trust among network members; long‐term interactive cooperative relationships; a desire to learn, and extensive communication, including substantial face‐to‐face communication.

For producers faced with the challenge of coping with the threat of low‐cost competition, co‐innovation within an integrated supplier network may be quite helpful. By working to coordinate the innovation efforts of assemblers and suppliers, Taiwan's A‐Team has laid a good foundation. While some initiatives are still in the early stages, as a result of the A‐Team's work to date, A‐team membership has increased and the group has received considerable recognition both at home and abroad.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Toyota was a late entrant into the Chinese automotive industry, however by a policy of proactive marketing and adaptive manufacturing processes, Toyota hopes to capture a significant market share from the leaders, VW and GM. One of the most interesting things about Toyota's Chinese strategy is the willingness to adapt its well known manufacturing system to local needs and conditions. This indicates a major shift from Toyota's previous overseas production strategy.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

For producers faced with the challenge of coping with the threat of low‐cost competition, co‐innovation within an integrated supplier network may be quite helpful. By working to coordinate the innovation efforts of assemblers and suppliers and also effectively implement relevant aspects of the Toyota Production System for bicycle production, Taiwan's A‐team has laid a good foundation. While some initiatives are still in the early stages, as a result of the A‐Team's work to date, A‐team membership has increased and the group has received considerable recognition both at home and abroad.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

A hot compaction method has been used to form all-PLA composites by partial melting and fusion of fibres in non-woven mats where the matrix phase is formed from partially melted fibres and the reinforcement phase is the original PLA fibres that remain. Compaction required a minimum of 10 min heating at temperature range 172°C to 176°C under a load of 2.4 MPa. An advantage is that the oriented high tensile strength fibre properties are retained, while matrix adhesion is strong because melt adhesion is provided by the same polymer. The all-PLA composite structure was confirmed using scanning electron microscopy (SEM) and wide-angle X-ray scattering. Mechanical properties were evaluated from modulated force thermo-mechanical analysis. The temperature window below melting temperature of PLA of about at 172°C to 176°C was found as the optimum temperature for all-PLA composites with optimum properties. SEM study also shown the gaps between the fibers are filled with recrystallised material that has melted from the original fibres.