현대차 생산방식의 해외 이전은 가능한가: 현대자동차 체코 공장(HMMC)의 부품업체 관계를 중심으로
Whether or not the Overseas Transferability of Hyundai Production System? A Focus of the Supplier Relations of Hyundai Motor Manufacturing Czech(HMMC)
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본 논문은 한국의 고유한 제도적 조건에서 진화해온 현대차 생산방식, 그중에서도 모기업과 부품업체들 간의 관계가 상이한 제도적 조건이 작용하는 유럽, 특히 동유럽의 생산기지로 부각되고 있는 체코로 어떻게 이전했는가를 도요타 체코 현지공장(TPCA)과의 비교를 통해 규명한다. 현대차의 유럽 현지공장(HMMC)이 성공한 것은 현대차의 수직적 부품업체 관계를 그린 필드에 그대로 이식할 수 있었기 때문이다. 반면에 비슷한 시기에 체코에 현지공장을 건설한 도요타는 개방적 부품업체 관계를 실현하고 있다. 두 기업의 유럽 현지전략은 도요타의 현지 환경에 대한 능동적 ‘적응(adaptation)’과 현대차의 일방적 ‘적용(application)’으로 대비된다. 두 기업의 해외 전략의 차이는 근본적으로는 기업 거버넌스의 차이에서 기인한다. 두 회사의 현지공장을 둘러싼 환경적 요인은 거의 동일하였으나 이에 대한 두 회사의 주체적 대응은 상이했던 것이다.
Abstract
This paper attempts to explore how the Hyundai Production System, in particular, supplier relations have transferred into the Europe with institutional circumstances different from those in Korea, the Czech Republic as an emerging place for the production of vehicles through a comparison of Toyota’s local plant called Toyota Peugeot Citroen Automobile. Hyundai’s success in the Eastern European context could be attributed to the fact that Hyundai has successfully implanted its vertical supplier relations in a greenfield without any interruptions. However, Toyota, which had built its local plant in the Czech Republic and faced with similar external conditions with those of Hyundai in the early 2000s, has been running open and horizontal supplier relations. The European localization strategies of Hyundai and Toyota can be contrasted with each other: the latter’s an active adaptation to local circumstances versus the former’s a one-sided application to them. A difference in the overseas production strategies of Hyundai and Toyota can be fundamentally attributed to different institutional arrangements in corporate governance. While Hyundai and Toyota has been confronted with the almost similar external circumstances, the two car maker’s strategic responses have been different each other.
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