1. Is it possible to understand the IMV project with reference to the theoretical models and perspectives outlined earlier in the chapter?

Yes, it is possible to understand because Toyota almost used the same theoretical models and perspectives when seeking oversea market. As we know, car sales declined steadily after Asian financial crisis, which is why Toyota wanted to seek oversea market.
How? Toyota decided to design the affordable cars rather than high quality cars, which can satisfy the market’s needs. Besides, Toyota has good supplier networks since it find many developing countries like Thailand and Indonesia as suppliers. It is helpful for the localization of component sourcing.
IMV vehicles are five models with three body vehicles and those shared a common platform. It is a fast way to reduce costs and gain profits.

2. Toyota has hedged against disruption of the supply chain by building in a degree of inventory, which is in contrast to the norm of eliminating waste found in Toyota’s Japanese, North American and European facilities. What other risk factors are present with the management of a regionally constructed and globally linked production structure?

First, all production does not have to rely on components sourced, which is expensive. Second, operating in emerging economies can also bring associated risks, particularly with regard to disruption of the supply chain. Moreover, Toyota’s in East Asia has emerged from the necessity of dealing with the complex nature of the regional division of labor and of a need for better coordination of supply chains and parts complementation under AFTA.

3. Given Toyota’s close coordination of the value chain, in particular its relations with component suppliers, and commitment to localization, is this a model that other automakers can emulate?

I think other automakers can draw on this