CASE STUDY Toyota Parts Canada (PC) is a Cambridge-based tier-one supplier to the main Toyota company. Between 2000 and 2005. Toyota Parts Canada started to use a project management methodology based on eight life-cycle phases. All 2000 employees working at Toyota Parts Canada learned the methodology and started to use it. Management was pleased with the results. Also, main Toyota company was pleased with the methodology and provided Toyota Parts Canada with quality award recognition that everyone believed was attributed to how well the project management methodology was executed. In March 2006, Toyota Parts Canada decided to offer additional products to Main Toyota Company. Toyota Parts Canada bought out another tier-one supplier, Sanam Automotive Products (SAP). SAP also had a good project management reputation and also provided quality products. Many of its products were like those provided by Toyota Parts Canada. Because the employees from both companies would be working together closely, a singular project management methodology would be required that would be acceptable to both companies. SAP had a well-updated methodology based on five life-cycle phases. Both methodologies had advantages and disadvantages, and both were well-liked by their customers.

List five benefits of establishing single project management methodology to be used by both Toyota Parts Canada and Sanam Automotive Products?