Cost benefits lie in the reduction of wastage of resources, money, time, and energy, and this is only possible when the Cogent and the JIT programs are developed with the best intentions of keeping costs and risks low, and mutual profits and benefits are identified. Commonality of purpose is achieved through these programs like JIT and Cogent, which is based on the foundation of mutual agreement on working processes and enhancing mutual profits and benefits. The programs are a definitive means to the end result of mutual profit and benefits production.
When the programs are implemented, the results are to be recorded to study the effectiveness by matching them with the expected results from both entities and this makes way for further reduction in future interruptions and reduction in wastage of resources, time, energy, and money (Xia and Li‐Ping Tang, 2011). When such efficient programs are used to further the mutual interest and objectives of Nissan and their suppliers, it is anticipated that the product manufactured will be absolutely close to the customer expectations. This is a big achievement in a highly competitive environment where precision of the product usage is being favoured over haphazard and multiple usages. The company can solve more problems on the drawing board while developing the implementation process of the JIT and Cogent program, as it prepares to anticipates all risks, cost benefits, external influencing factors, and other factors having the ability of altering or interrupting the process of implementation.
Nissan Cogent’s plan of making the supplier connection more predictive and concurrent is the right choice, as most interruptions in large supply chain are found to be in the implementation process and comes as a surprise which shows the process of moving the product down the supply chain. The plan of a predictive process is met when the processes are tried and tested for their results on a low scale and then implemented on a broader scale to make it more fructifying (Johnson, 2007). Nissan’s choice of the Cogent process is a true co-development process, but it needs to change its tactics now according to how the process is received by the suppliers and how the product fares in the market. It is not surprising to see that such programs can bring in world class products in the European markets, though it is still not on the most preferred automobile brands, which indicates a missing link to be identified and fixed to have a more refined plan. There is always a scope for improvement, though the process looks faultless.