文档介绍：INTERNATIONAL STRATEGIC OPERATIONS
INTERNATIONAL OPERATIONS MANAGEMENT
INTERNATIONAL OPERATIONS MANAGEMENT
Managing Global Operations - ‘an work of world wide facilities procuring, producing, distributing and servicing products or offering services to customers’ Lasserre
The management and co-ordination of a globally dispersed supply chain.
Maximising use of pany’s international scope to petitive advantage.
LOCATION
LOGISTICS
SOURCING
PRODUCTION
Global Operations
The global work
Location – where to put facilities?
Subsidiary typology – kind of facility and role in work.
Costs of labour, operations, taxation and incentives.
Proximity of customers, suppliers, logistics and professional services.
Intellectual environment and quality of life.
Potential for learning.
Technological constraints
Single/few locations
High fixed costs
High MES
Flexible manufacturing
Multiple locations
Low fixed costs
Low MES
Lack of flexible manufacturing
Production – what to put where?
works and works.
Networks consist of plants with strategic roles
Plant roles depend on the primary reason for setting up and petencies .
works and their architecture will evolve over time.
SOURCE
CONTRIBUTOR
LEAD
OFFSHORE
OUTPOST
SERVER
Access to Low Production Costs
Access to Skills and Knowledge
Proximity to Market
Primary Strategic Reason
petencies
Global hub
Supply global markets
Product development
Multi product improvement
Process development
Process improvement
Procurement
Logistics
Maintain process
Production only
Subsidiary Typology [Ferdow’97]
Offshore Factory
Source factory
Server Factory
Contributor Factory
Outpost Factory
Lead Factory
Subsidiaries can evolve if effective!
Sourcing – from who to buy, what and how?
Procurement of goods and services for the global supply chain.
Centralised or decentralised procurement?
Degree of vertical integration of the procurement function . make or buy?
Outsourced Central Procurement
One global purchasing agent takes car