issan Ss r invest wes ent New ceo downsizing plan eyes future technology Alisa Priddle Southasn Newspapers IT may not be culrur- ally correct, but Nissan is staying its unpopular and controversial course in a bid to sur- vive. It is a course that includes closing plants, establishing a new and smaller supply chain and selling interests in other ., businesses that detract from the business of investing in new cars and trucks. Carlos Ghosn, chief oper- ating officer of Nissan Motor Co. Lred.,. gave.a frank overview of where the trou- bled. Japanese automaker is * coming from and where it is cheaded in ‘a. meeting with “aeporters while at the North American International Auto Show. .,Ghosn is the former exec- tive: vice-president of “Renaule’ who took over the helm of Nissan following last year’s: alliance of the two. Since «then, the Brazilian- born Ghosn has raised eye- brows. and ruffled feathers -with a revival plan that breaks business taboos in Japan.” . The objective of the revival’ plan is to.return to. profitability in- fiscal year. 2000, followed by an opera- “tional profit of 4.5 per cent of “sales in. fiscal year '2002 as well as a 50-per-cent reduc- don“ from: the current: net ‘debt level of. more than $12 The savings will be i invest: ed in new: products; technol: ‘ogy and eventually growth to put Nissan: back on track. The company... has ~ already - increased investment in. new products for next year by 35 percent. The plan is to con- tinue to increase until total ; investment. “reaches five ‘per cent of net sales: “We are-in full impicmen- ‘tation’ of the plan on ail the fronts,” Ghosn said. The first step is establish- ing a new supply network with a 20% cost reduction — a lot of money considering 60% of Nissan’s assets are purchasing. Suppliers are expected to cut costs by eight yet cent in the first year, seven per cent the second year and the rest the third year. Suppliers are responding now to the demands and Nissan will make its decisions by April 1 (the beginning of Nissan’s fiscal year}. The companies chosen can expect more volume and market share in return for shaving costs. Ghosn said the process of reducing the number of suppliers from 1,145 to 600 worldwide has already pushed some global suppliers to make joint ventures and agreements with — focal Japanese companies. Ghosn has already had to choose between a major French and a major Japanese supplier for the next commen car platform with Renault and Nissan. Ghosn said the French supplier was selected based on quality and cost. It is a diversion from the Japanese ractice of not dropping local supplier for cost. reasons. The second wave of the plan, reducing manufacturing capacity by 30%, breaks even more business taboos because manufacturing capacity is so importante. to the Japanese. Nissan will. close _ five plants in Japan (some in Maich 2001 and the rest in ‘March 2002) and reduce its workforce by 21,080 globai- ly. Most of the cuts will be in “Japan, with some in Europe and North America. Canada should feel litde or no effect . as Nissan has no manufactur- ing presence here and no intention of establishing one. Ghosn said he could not See Nissan page 52 COLLISION SPECIALISTS CARLOS Ghosn, CEQ of Nissan Motor Co. Ltd: no way to revive the compa- ny without closing plants. atin we won't treat — you fairly? Heck, competition space in our ads. Saturn 2000 LS] LEASE tron $? 54 we even give the The new, larger mid-size LSI. Saturn Saab Isuzu retailers: Highest Overall Sauistaction Among Service Praviters J.D. Power and Associ Sturly conducted amen, 1999 Canadias Custamer Commitment Siudy™, \# consumers. wa w.jdpewercom {mo, 36 mos. $2,956 Down Payment Saturn 2000 SLI ee SVD Sino ove Pmt Qur popular SUL Hey, it's about time we put sonve nifty charts. in our ads. 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