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Japanese auto suppliers face pressure from U.S. tariffs

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Nissan ( NSANF ), Toyota ( TM ), Ford seek cooperation from suppliers on

tariff

costs

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Kyowa Industrial diversifies amid tariff challenges,

explores

new markets

By Maki Shiraki, Daniel Leussink

TAKASAKI, Japan, May 23 (Reuters) - Four decades ago,

Hiroko Suzuki's father threaded the needle of a U.S. trade war

by pushing the family auto-parts business into newer niche

products. Now, tariffs imposed by the Trump administration are

so sweeping they threaten her own attempt to diversify the

78-year-old company into medical devices.

Prime Minister Shigeru Ishiba has called the U.S. tariffs,

including 25% on automobiles, a "national crisis" for the

world's fourth-largest economy. Japan's top trade negotiator,

Ryosei Akazawa, headed to Washington on Friday for a third round

of talks.

The worry is evident at companies like Kyowa Industrial, a

maker of prototype parts and race-car components based in

Takasaki, north of Tokyo. Kyowa, which employs 120 people, was

among six auto suppliers that told Reuters they were concerned

about their ability to withstand the tariff pressure on Japan's

car industry.

"What in the world are we going to do?" Suzuki, Kyowa's

third-generation president, recalled thinking when the tariffs

were announced. "This is going to be bad."

The problems Kyowa and other auto suppliers face illustrate a

decades-long shift in Japan, which no longer floods the world

with chips and consumer electronics and is reliant on an auto

industry threatened by intense Chinese competition. That marks a

contrast with the 1980s, when the U.S. slapped trade barriers on

a rising Japan and its then-barnstorming exports.

This report, which is based on interviews with a dozen

people, including industry executives, bankers and senior

government officials, provides a first-hand account of how one

firm is grappling with the uncertainty, and details the

deepening squeeze on the automotive supply chain at a time of

profound disruption.

Kyowa and thousands of other small manufacturers comprise an

auto-supply network that has for decades pursued a "monozukuri"

(literally, "making things") approach to production. That

culture of incremental improvement and assembly-line efficiency,

based on methods developed by Toyota ( TM ), helped make Japan a

juggernaut.

But the shift to battery-powered smart cars has meant

software, in which EV makers such as Tesla and China's

BYD excel, has become a bigger selling point.

Kyowa started developing neurosurgery instruments in 2016

after Suzuki, now 65, realised the rise of EVs would eventually

hammer demand for engine components. It began selling the

instruments in the U.S. last year, only to find that Trump's

tariffs also applied to medical devices.

Kyowa doesn't export auto components to the U.S., but Suzuki

worries automakers will force suppliers to cut prices to offset

tariffs. So far, that hasn't happened to her.

One Subaru Corp ( FUJHF ) supplier said his company may have

to start looking for partners expanding outside the U.S.

Major automakers have largely offered muted support for

suppliers since Trump's tariff announcements. Last month, Toyota ( TM )

, Nissan ( NSANF ) and Ford sent letters to the

U.S. arms of some Japanese suppliers asking for cooperation in

the face of tariffs, according to copies reviewed by Reuters,

without offering specifics.

The letters haven't been previously reported.

Nissan ( NSANF ) told suppliers they should stick to previously agreed

prices. It said it was "not obliged" to bear the costs of

tariffs but that it would shoulder some of the hit for up to

four weeks to help secure its supply chain. It added that it

could later seek to recover any support payments to suppliers.

Reuters couldn't determine how much support, if any, Nissan ( NSANF )

extended. The automakers haven't sent follow-up letters,

according to two suppliers, who allowed Reuters to review the

correspondence on condition of anonymity.

Nissan ( NSANF ) told Reuters it was working with suppliers to

mitigate the tariff impact and contain costs, including through

localisation.

Toyota ( TM ) said it would seek to protect its suppliers, dealers,

and employees while maintaining customers' trust as it navigated

the uncertainty created by the tariffs. Ford told Reuters it was

working with suppliers to assess their exposure and potentially

reconfigure processes and sourcing.

In its letter, Toyota ( TM ) said it understood the "complexity and

financial burden some suppliers are facing" and asked suppliers

to identify and share mitigation measures. Toyota ( TM ) would work

with suppliers "in good faith", it said.

Some Toyota ( TM ) suppliers, including Denso ( DNZOF ), have not

given earnings forecasts for the coming year, citing

uncertainty.

Julie Boote, an analyst at research firm Pelham Smithers

Associates, said the trade war posed an "emergency" for Japan's

auto industry that would hasten consolidation.

"In order to survive, these automakers will have to work

together," she said.

SQUEEZED ON COST

Japanese manufacturers traditionally put pressure on smaller

suppliers to lower prices, said Sayuri Shirai, a former Bank of

Japan board member who is now a professor at Keio University.

If the tariffs remain in place in the longer term, it would

spell more damage for regional economies hollowed out by

demographic decline, she said.

The risks for Japan are already clear. The economy shrank in the

first quarter, and Tokyo has compiled emergency economic

measures to ease the pain of tariffs.

"Automobile exports are just too important to Japan for a

25% tariff to stay in place," said David Boling, a former U.S.

trade official who is now a director at consulting firm Eurasia

Group.

Boling said the U.S. is unlikely to go below the 10% it

agreed with Britain.

Trump introduced a 25% tariff on automobiles and later a 24%

tariff on all Japanese goods. The latter was slashed to 10% for

90 days, which runs out in July.

Akazawa, the trade envoy, on Tuesday said Japan was sticking to

its guns and wanted tariffs eliminated. A White House

spokesperson declined to comment on the negotiations.

A U.S. State Department spokesperson said the Trump

administration wanted trading partners to align with U.S.

efforts to achieve "fairness and balance in our trading

relationships and protect U.S. economic and national security."

Two senior Japanese officials told Reuters Japan's auto

industry was increasingly looking like a laggard and needed to

use the tariffs as an opportunity to implement sweeping changes

to catch up with EV rivals.

In a statement, the trade ministry said that regardless of

U.S. tariffs, Japan's auto industry needed to respond to

significant changes in the competitive environment.

Japan's top auto suppliers, called Tier 1, procure parts

from Tier 2 suppliers, and so on down the chain. At the bottom

are firms that can be little more than neighbourhood workshops

grinding out a single part.

Government officials have previously urged smaller companies to

innovate and consolidate, to gain scale.

At regional lender Ashikaga Bank, an automotive industry

team supports some 200 companies, around 80% of which are Tier 2

or lower suppliers. A member of the team not authorised to speak

publicly said they worried tariffs would lead to higher vehicle

prices and a decline in Japanese car sales in the U.S., hitting

the bank's clients.

Shinichi Iizuka, president of Toa Kogyo, a suspension maker

in Subaru's hometown of Ota, near Takasaki, said the tariff

burden will likely be shared by consumers, car dealers,

automakers and suppliers.

Some 70% of Subaru's car sales are in the U.S., where it

relies on both local manufacturing and imports. On Monday,

Subaru said it would raise prices on several U.S. models.

Subaru CFO Shinsuke Toda this month said it was willing to

talk with suppliers about sharing their burden, adding the

situation remained unclear.

IT'S PERSONAL

Suzuki's drive to diversify Kyowa Industrial into medical

devices mirrors the pivot made by her father during the 1980s

trade friction, when Kyowa ditched mass production of

less-profitable auto parts to focus on higher-margin prototypes

and racing-engine components. Suzuki took over in 2000 and her

father died in 2013.

Before Trump's tariffs, Suzuki had planned to build a U.S.

track record in sales of medical equipment to smooth entry into

other markets. With the advent of the U.S. trade barriers, she

said her team considered moving production to the U.S., where

costs are high, or shifting the sales focus to Asia.

Given the uncertainty around Trump's announcements, Kyowa is

in talks with potential distributors in Singapore and Hong Kong,

Suzuki said.

Around 70% of Kyowa's business still comes from automakers,

while chip-equipment makers and Japan's space program contribute

to the remainder. It supplies most Japanese car makers, General

Motors ( GM ) and parts for Formula One race cars.

Annual sales are a modest 2 billion yen ($14 million).

Still, Kyowa is larger than three-quarters of the roughly 68,000

companies that make up Japan's auto-supply chain, according to

research firm Teikoku Databank.

For Suzuki, trade friction is also personal, given her deep

affection for the U.S. She grew up listening to rock music on

U.S. armed forces radio, learned English and went to university

in America. She remembers seeing Aerosmith live at their first

concert in Japan.

"Japan and America have a long history of friendship. I hope

they can find a solution," she said.

($1 = 145.0700 yen)