Q&A with Toyota Motor Engineering and Manufacturing North America Supplier Diversity Manager Adrienne C. Trimble

WE:
How many years have you been with Toyota?

AT:
Eight years.

WE:
When did Toyota form its supplier diversity program?

AT:
TEMA implemented its supplier diversity program when
we began building vehicles here in North America in 1986.

WE:
What was Toyota’s supplier diversity spend in 2006
and 2007?

AT:
Toyota’s diversity spend was $1.6 billion in 2007, up from
$1.2 billion in 2006, an increase of 33 percent. This demon-
strates Toyota’s commitment to working with diverse suppliers.

WE:
How long have you been in the supplier diversity arena?

AT:
My career began in human resources where I had the
responsibility of overseeing Toyota’s internal and external
staffing processes. I also had responsibility for diversity
recruitment and retention activities. The skills I learned in
workforce diversity helped me to have a better understand-
ing of supplier diversity and
working with diverse suppli-
ers. I officially transitioned to
the role in 2005.

WE:
How has supplier diver-
sity changed since you first
entered the arena?

AT:
Over the past two years, I
have seen a stronger push on
developing global MWBEs
[minor ity and women’s busi-
ness enterprises]. I would also
say there has been a focused
effort on supplier development,
particularly to help MWBEs
become more competitive in
the supply chain. Strategic
alliances and/or joint ventures
are becoming more cr itical to
meet customer demands.

WE:
What does a day in the
life of Adrienne Trimble look
like at Toyota?

AT:
There is no typical day at
Toyota and my day is quite hec-
tic. I tr y to balance my time
between working with our purchasing executives to under-
stand strategic sourcing opportunities for MWBEs and MWBE
supplier development. My ultimate goal is working with
Toyota’s management team to better understand our long-term
sourcing decisions so I can work with MWBEs now to help pre-
pare them for those future oppor tunities. I work closely with
community groups that are focused on MWBE supplier devel-
opment so I can participate in capacity-building strategies for
long-term diversity development of Toyota’s supply chain.

WE:
How important is supplier diversity for business in
America and globally?

AT:
Supplier diversity plays a key role in helping all suppliers
become more competitive and competent for their customers.
When a diversity of ideas is included in product development,
manufacturing and delivery, there is an increased chance of
understanding customer needs from a variety of demograph-
ics, which increases customer loyalty and sales. In addition,
supplier diversity increases economic development in commu-
nities that may be disadvantaged. By stimulating economic
growth in those communities, money can be recycled and
[it]creates disposable income, which again, increases customer
loyalty and sales. Supplier diver-
sity is among Toyota’s top busi-
ness priorities in Nor th Ameri-
ca and we’re convinced it helps
our bottom line.

WE:
In your opinion, what
does supplier diversity look
like in 2015?

AT:
By 2015, supplier diver sity
leaders will have to be focused
on developing and sustaining a
global base of MWBE suppliers.
There has been supply base con-
solidation as customers look for
more competitive and innova-
tive products. Because there is a
strong emphasis on maintaining
competitive pricing while deliv-
ering innovative and high-quality
products and services, MWBEs
will need to have global reach to
identify the most cost-ef fective
method to deliver those prod-
ucts and services. This may
include strategic alliances and/
or joint ventures with U.S.-based
companies or companies locat-
ed outside the U.S.