Toyota Tops Supplier Relations Survey in 2025: Insights from the Automotive Industry

The automotive industry is a complex ecosystem where the relationships between original equipment manufacturers (OEMs) and their suppliers can make or break operational success. The 25th annual North American Automotive OEM-Supplier Working Relations Index® (WRI®) Study by Plante Moran, released on May 19, 2025, offers a detailed look at these dynamics. This year’s results highlight how Toyota tops the supplier relations survey, securing the top spot with a significant lead over competitors. The study evaluates how well automakers like Toyota, Honda, General Motors (GM), Nissan, Ford, and Stellantis manage their supplier relationships amid market challenges such as electric vehicle (EV) program shifts, cost pressures, and global competition. Below, we dive into the key findings, exploring what sets the top performers apart and what the industry can learn from them.

Toyota Tops Supplier Relations Survey: A Standout Performance

Toyota’s performance in the 2025 WRI Study is nothing short of remarkable. With a score of 386, Toyota tops the supplier relations survey, achieving its highest ranking since 2007, when it reached 415. This 18-point jump from last year places Toyota firmly in the “upper good-very good” category, setting it apart from other automakers. Honda follows in second place with a score of 347, a modest 3-point increase, while GM makes a notable leap, gaining 11 points to reach 310—its first time surpassing the 300-point mark. This progress is particularly striking for GM, which, two decades ago, hit a low of 114, the worst score in the study’s history.

In contrast, the bottom three OEMs—Nissan, Ford, and Stellantis—saw declines. Nissan dropped 6 points to 249, Ford fell 6 points to remain in fifth place, and Stellantis, with an 11-point drop to 141, continues to lag. The 245-point gap between Toyota, which tops the supplier relations survey, and Stellantis is the largest since 2008, underscoring a stark divide in how automakers manage supplier partnerships.

Why Supplier Relations Matter

Supplier relationships are the backbone of automotive manufacturing. Suppliers provide critical components, from chassis parts to powertrains, and their ability to deliver on time and within budget directly impacts an OEM’s bottom line. The WRI Study, conducted from mid-February to mid-April 2025, surveyed 665 executives from 398 Tier-1 suppliers, representing about 45% of the six OEMs’ North American purchases. These respondents rated automakers across eight major purchasing areas, covering 20 commodity categories, providing a comprehensive view of supplier perceptions.

The study’s findings come at a time when the industry faces unprecedented volatility. Factors like shifting government policies, cancellations of EV programs, the threat of low-cost Chinese competitors, and ongoing disputes over material and tooling costs have heightened uncertainty. In this context, Toyota tops the supplier relations survey by demonstrating an ability to navigate these challenges while fostering trust and collaboration with suppliers.

What Sets the Top Performers Apart?

The top three OEMs—Toyota, Honda, and GM—stand out for their ability to build strong, mutually beneficial relationships with suppliers. Dr. Angela Johnson, Principal at Plante Moran Management Consulting, emphasises that suppliers value “balanced financial risk” and clarity about their role in an OEM’s long-term strategy. “They perceive OEM behaviours—fairness, equity, accountability, and then trust—through the impact of OEM decisions on their bottom line,” Johnson explains. Toyota tops supplier relations survey by excelling in these areas, particularly in reducing the “costs to serve” and managing uncertainty for suppliers.

Key Factors Driving Success

1. Strong Communication and Engagement: The top three OEMs excel in the basics—communication, responsiveness, accessibility, and buyer knowledge. These fundamentals make it easier for suppliers to operate efficiently, fostering stronger partnerships. For instance, Toyota’s purchasing vice presidents are described as present and engaged, and their buyers are accessible and knowledgeable, creating a collaborative environment.
2. Established Relationships: Suppliers report feeling like true partners with Toyota, Honda, and GM 12 times more often than with the bottom three OEMs. These established relationships allow the top performers to address economic and industry challenges collaboratively, creating win-win outcomes. Toyota tops supplier relations survey by leveraging these long-standing partnerships to navigate market volatility.
3. Consistency and Predictability: The study highlights that consistency, predictability, and alignment of strategic goals reduce perceived risks for suppliers. Toyota and Honda have these qualities deeply embedded in their corporate cultures, while GM has made significant strides in shedding outdated practices. This alignment not only lowers costs but also positions these OEMs as “customers of choice” for suppliers.
4. Timely Payments and Strategic Planning: Top performers ensure payments are made promptly and engage in regular, open discussions about strategic planning. These practices build trust, which Johnson describes as an outcome of strong fundamentals. Toyota tops the supplier relations survey by consistently demonstrating these behaviours, reinforcing its leadership position.

Challenges for the Bottom Three

The struggles of Nissan, Ford, and Stellantis highlight the consequences of weaker supplier relationships. Dave Andrea, Principal in Plante Moran’s Strategy and Automotive & Mobility Consulting Practice, notes that the WRI reflects both tangible and intangible costs to serve an OEM. “It’s about balancing and aligning the various functional demands of the OEM—purchasing, manufacturing, engineering, design, finance—so there are fewer conflicting demands on the supplier,” Andrea says. The bottom three OEMs face challenges in these areas, leading to lower scores and strained relationships.

For Stellantis, the 11-point drop to 141 underscores ongoing difficulties in aligning with supplier needs. Nissan and Ford’s declines, while less severe, suggest missed opportunities to build trust and collaboration. These OEMs face the challenge of improving communication and reducing conflicting demands to close the gap with leaders like Toyota, which tops the supplier relations survey.

Industry Implications

However, even top performers face challenges. Toyota and Honda, for example, must maintain their relationship-focused cultures as their North American operations adopt more Westernised practices. Toyota faces a particular test with its first North American purchasing leadership change in 14 years, which could impact its ability to sustain its position as the leader in supplier relations. GM, while making impressive gains, must continue to address lingering “old school” behaviours to solidify its progress.

Looking Ahead

The 2025 WRI Study underscores the importance of trust, communication, and strategic alignment in OEM-supplier relationships. As the automotive industry navigates ongoing challenges, such as the shift to EVs, global competition, and supply chain disruptions, the ability to foster strong partnerships will be a key differentiator. Toyota tops supplier relations survey by setting a high standard, but all OEMs can learn from its approach to collaboration and mutual benefit.

For suppliers, working with OEMs like Toyota, Honda, and GM offers a model for how partnerships can drive efficiency and innovation. For automakers, the study is a reminder that investing in supplier relationships is not just about improving scores—it’s about building a resilient, competitive supply chain that can withstand market volatility.

About the WRI Study

Now in its 25th year, the WRI Study, conducted by Plante Moran, provides a benchmark for supplier relations in the North American automotive industry. Founded in 2001 by Dr. John Henke and acquired by Plante Moran in 2019, the study is led by Dave Andrea, with Dr. Angela Johnson taking over in 2025. Johnson’s 30 years of experience at GM and her recent PhD in Industrial Engineering bring fresh insights to the study, ensuring its continued relevance.

The study’s methodology is robust, drawing on responses from 665 supplier executives across 398 Tier-1 suppliers. These responses cover 2,014 buying situations, providing a detailed picture of supplier perceptions. As Toyota tops the supplier relations survey, the study’s findings offer valuable lessons for automakers aiming to strengthen their supply chains and remain competitive in a rapidly evolving industry.

Conclusion

The 2025 WRI Study paints a clear picture: strong supplier relationships are a cornerstone of success in the automotive industry. Toyota tops supplier relations survey with a commanding lead, driven by its focus on communication, trust, and strategic alignment. As the industry faces ongoing challenges, the lessons from Toyota, Honda, and GM’s success—and the struggles of Nissan, Ford, and Stellantis—offer a roadmap for building resilient, mutually beneficial partnerships. By prioritising supplier collaboration, automakers can navigate uncertainty, drive innovation, and secure a competitive edge in the years ahead.