Sie sind auf Seite 1von 71

Heizer, Render, Griffin

Operations Management
Canadian Edition
Slides adapted for Canada by Mats Gerschman

Chapter 2: Operations Strategy in a


Global Environment

Copyright 2014 Pearson Canada Inc

2-1

Outline
Global Company Profile: Boeing
A Global View of Operations
Developing Missions and
Strategies
Achieving Competitive Advantage
Through Operations
Ten Strategic OM Decisions

Copyright 2014 Pearson Canada Inc

2-2

Outline Continued
Issues in Operations Strategy
Strategy Development and
Implementation
Global Operations Strategy
Options

Copyright 2014 Pearson Canada Inc

2-3

Learning Objectives
When you complete this chapter you
should be able to:
1. Define mission and strategy
2. Identify and explain three strategic
approaches to competitive
advantage
3. Identify and define the 10 decisions
of operations management
Copyright 2014 Pearson Canada Inc

2-4

Learning Objectives
When you complete this chapter you
should be able to:
4. Understand the significance of key
success factors and core
competencies
5. Identify and explain four global
operations strategy options

Copyright 2014 Pearson Canada Inc

2-5

Some Boeing Suppliers (787)


Firm
Latecoere
Labinel
Dassault

Country
France
France
France

Messier-Bugatti
Thales

France
France

Messier-Dowty
Diehl

France
Germany

Copyright 2014 Pearson Canada Inc

Component
Passenger doors
Wiring
Design and
PLM software
Electric brakes
Electrical power
conversion system
and integrated
standby flight display
Landing gear structure
Interior lighting
2-6

Some Boeing Suppliers (787)


Firm

Country

Component

Rolls-Royce

UK

Engines

BAE SYSTEMS
Alenia Aeronautics

UK
Italy

Kawasaki Heavy
Industries

Japan

Toray Industries

Japan

Chengdu Aircraft
Group

China

Electronics
Upper centre
fuselage and
horizontal stabilizer
Forward fuselage,
fixed section of wing,
landing gear well
Carbon fibre for
wing and tail units
Rudder

Copyright 2014 Pearson Canada Inc

2-7

Global Strategies
Boeing sales and production are
worldwide
Benetton moves inventory to stores
around the world faster than its
competition by building flexibility into
design, production, and distribution
Sony purchases components from
suppliers in Thailand, Malaysia, and
around the world
Copyright 2014 Pearson Canada Inc

2-8

Global Strategies
Volvo a Swedish company, it was
controlled by an American company,
Ford, and is now owned by Geely of
China. The current Volvo S40 is built in
Belgium and shares its platform with the
Mazda 3 built in Japan and the Ford
Focus built in Europe

Copyright 2014 Pearson Canada Inc

2-9

Growth of World Trade


35
30

Percent

25

Collapse of the
Berlin Wall

20
15
10
5
0
|
|
|
|
|
|
|
|
|
|
|
1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 2010 (est*)
Year
Figure 2.1

Copyright 2014 Pearson Canada Inc

2 - 10

Reasons to Globalize
Reasons to Globalize
Tangible 1. Reduce costs (labour, taxes, tariffs, etc.)
Reasons 2. Improve the supply chain
3. Provide better goods and services
4. Understand markets
Intangible 5. Learn to improve operations
Reasons 6. Attract and retain global talent

Copyright 2014 Pearson Canada Inc

2 - 11

Reduce Costs
Foreign locations with lower wage
rates can lower direct and indirect
costs
Maquiladoras
World Trade Organization (WTO)
North American Free Trade
Agreement (NAFTA)
APEC, SEATO, MERCOSUR, CAFTA
European Union (EU)
Copyright 2014 Pearson Canada Inc

2 - 12

Improve the Supply Chain


Locating facilities closer to
unique resources
Metal companies to Northern
Ontario
Auto design to California
Athletic shoe production to China
Perfume manufacturing in France

Copyright 2014 Pearson Canada Inc

2 - 13

Provide Better Goods


and Services
Objective and subjective
characteristics of goods and
services
On-time deliveries
Cultural variables
Improved customer service

Copyright 2014 Pearson Canada Inc

2 - 14

Understand Markets
Interacting with foreign customers
and suppliers can lead to new
opportunities
Cell phone design from Europe
Cell phone fads from Japan
Extend the product life cycle

Copyright 2014 Pearson Canada Inc

2 - 15

Learn to Improve
Operations
Remain open to the free flow of
ideas
General Motors partnered with a
Japanese auto manufacturer to
learn new approaches to
production and inventory control
Equipment and layout have been
improved using Scandinavian
ergonomic competence
Copyright 2014 Pearson Canada Inc

2 - 16

Attract and Retain Global


Talent
Offer better employment
opportunities
Better growth opportunities and
insulation against unemployment
Relocate unneeded personnel to
more prosperous locations

Copyright 2014 Pearson Canada Inc

2 - 17

Cultural and Ethical Issues


Cultures can be quite different
Attitudes can be quite different
towards
Punctuality
Lunch breaks

Thievery
Bribery

Environment
Intellectual
property

Child labour

Copyright 2014 Pearson Canada Inc

2 - 18

Companies Want To Consider


National literacy rate
Rate of innovation

Work ethic
Tax rates

Rate of technology
change
Number of skilled
workers
Political stability

Inflation
Availability of raw
materials
Interest rates

Product liability laws


Export restrictions
Variations in language
Copyright 2014 Pearson Canada Inc

Population
Number of miles of
highway
Phone system
2 - 19

Developing Missions and


Strategies
Mission statements tell an
organization where it is going
The Strategy tells the
organization how to get there

Copyright 2014 Pearson Canada Inc

2 - 20

Mission
Mission - where are
you going?
Organizations
purpose for being
Answers What do
we provide society?
Provides boundaries
and focus
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 21

Telfer School of
Management Vision
The Telfer School of Management at the
University of Ottawa aims to be recognized
as a leading institution for management
education and innovative research. Through
its academic programs, offered in both
English and French, the Telfer School seeks
to prepare its students to assume leadership
positions in todays global economy and to
instill in them the highest standards of
integrity, ethics and social consciousness.

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 22

Telfer School of
Management Mission
The Telfer School of Management seeks
to provide its students with:
Strong analytical, communication and
leadership skills;
The ability to perform in a culturally diverse
workplace;
The capability to apply and integrate
knowledge from the core disciplines of
management.
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 23

Telfer School of
Management Mission
The Telfer School of Management seeks to add
value to external stakeholders by:
Leveraging the unique resources of the National
Capital Region to undertake and disseminate basic
and applied research in distinctive areas of
management of relevance to national and
international organizations.
Engaging in activities that build and strengthen
partnerships with its many constituents in the
technology, health, non-profit and governmental
sectors across Canada and internationally.

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 24

Royal Canadian Mounted


Police
The RCMP is Canadas national police
service. Proud in our traditions and
confident in meeting future challenges,
we commit to preserve peace, uphold
the law and provide quality service in
partnership with our communities.

Figure 2.2
Copyright 2014 Pearson Canada Inc

2 - 25

Hard Rock Cafe


Our Mission: To spread the spirit of
rock n roll by creating authentic
experiences that rock

Figure 2.2
Copyright 2014 Pearson Canada Inc

2 - 26

Arnold Palmer Hospital


Arnold Palmer Hospital for
Children provides state-of-the-art,
family centered healthcare
focused on restoring the joy of
childhood in an environment of
compassion, healing, and hope.

Figure 2.2
Copyright 2014 Pearson Canada Inc

2 - 27

Factors Affecting Mission


Philosophy
and Values
Profitability
and Growth

Environment
Mission
Customers

Public Image
Benefit to
Society

Copyright 2014 Pearson Canada Inc

2 - 28

Sample Missions
Sample Company Mission
To manufacture and service an innovative, growing, and
profitable worldwide microwave communications business
that exceeds our customers expectations.

Sample Operations Management Mission


To produce products consistent with the companys mission
as the worldwide low-cost manufacturer.

Figure 2.3
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 29

Sample Missions
Sample OM Department Missions
Product design

To design and produce products and


services with outstanding quality and
inherent customer value.

Quality management

To attain the exceptional value that is


consistent with our company mission and
marketing objectives by close attention to
design, procurement, production, and field
service operations

Process design

To determine, design, and produce the


production process and equipment that will
be compatible with low-cost product, high
quality, and good quality of work life at
economical cost.

Figure 2.3
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 30

Sample Missions
Sample OM Department Missions
Location

To locate, design, and build efficient and


economical facilities that will yield high
value to the company, its employees, and the
community.

Layout design

To achieve, through skill, imagination, and


resourcefulness in layout and work methods,
production effectiveness and efficiency
while supporting a high quality of work life.

Human resources

To provide a good quality of work life, with


well-designed, safe, rewarding jobs, stable
employment, and equitable pay, in exchange
for outstanding individual contribution from
employees at all levels.

Figure 2.3
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 31

Sample Missions
Sample OM Department Missions
Supply-chain
management

To collaborate with suppliers to develop


innovative products from stable, effective,
and efficient sources of supply.

Inventory

To achieve low investment in inventory


consistent with high customer service levels
and high facility utilization.

Scheduling

To achieve high levels of throughput and


timely customer delivery through effective
scheduling.

Maintenance

To achieve high utilization of facilities and


equipment by effective preventive
maintenance and prompt repair of facilities
and equipment.
Figure 2.3

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 32

Strategy
Action plan to
achieve mission
Functional areas have
strategies
Strategies exploit
opportunities and
strengths, neutralize
threats, and avoid
weaknesses

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 33

STRATEGY PROCESS

Environmental
Analysis

Company
Mission
Busi
n
ess
Strategy
Functi
o
nal
Area
Strategies
Marketing
Operati
o
ns
Operations
Decisions Decisions

SWOT
Analysis
FiDecin./sAicct.
ons

ADM 3301 ~ Rim Jaber


2 - 34

Strategies for Competitive


Advantage
Differentiation better, or at
least different
Cost leadership cheaper
Response rapid response

Copyright 2014 Pearson Canada Inc

2 - 35

Competing on
Differentiation
Uniqueness can go beyond both the
physical characteristics and service
attributes to encompass everything
that impacts customers perception
of value
Safeskin gloves leading edge products
Walt Disney Magic Kingdom
experience differentiation
Hard Rock Caf dining experience
Copyright 2014 Pearson Canada Inc

2 - 36

Competing on Cost
Provide the maximum value as
perceived by customer. Does not
imply low quality.
Porter Airlines secondary airports,
few fare options, smaller crews, no
expensive ticket offices
Walmart small overhead, shrinkage,
distribution costs
Franz Colruyt no bags, low light, no
music, doors on freezers
Copyright 2014 Pearson Canada Inc

2 - 37

Competing on Response
Flexibility is matching market changes in
design innovation and volumes
A way of life at Hewlett-Packard

Reliability is meeting schedules


German machine industry

Timeliness is quickness in design,


production, and delivery
Johnson Electric, Pizza Hut, Motorola

Copyright 2014 Pearson Canada Inc

2 - 38

OMs Contribution to Strategy

Figure 2.4
Copyright 2014 Pearson Canada Inc

2 - 39

Ten Strategic OM Decisions


1. Goods and
service design
2. Quality
3. Process and
capacity design
4. Location
selection
5. Layout design

Copyright 2014 Pearson Canada Inc

6. Human resources
and job design
7. Supply-chain
management
8. Inventory
9. Scheduling
10. Maintenance

2 - 40

Goods and Services and


the 10 OM Decisions
Operations
Decisions
Goods and
service
design

Goods
Services
Product is usually Product is not
tangible
tangible

Quality

Many objective
standards

Many subjective
standards

Process
and
capacity
design

Customer not
involved

Customer may be
directly involved

Copyright 2014 Pearson Canada Inc

Capacity must
match demand
Table 2.1

2 - 41

Goods and Services and


the 10 OM Decisions
Operations
Decisions
Location
selection

Goods
Near raw
materials and
labour

Services
Near customers

Layout
design

Production
efficiency

Enhances product
and production

Human
resources
and job
design

Technical skills,
Interact with
consistent labour customers, labour
standards, output standards vary
based wages

Copyright 2014 Pearson Canada Inc

Table 2.1

2 - 42

Goods and Services and


the 10 OM Decisions
Operations
Decisions
Supply
chain

Goods
Relationship
critical to final
product

Services
Important, but
may not be
critical

Inventory

Raw materials,
work-in-process,
and finished
goods may be
held

Cannot be stored

Scheduling

Level schedules
possible

Meet immediate
customer demand

Copyright 2014 Pearson Canada Inc

Table 2.1

2 - 43

Goods and Services and


the 10 OM Decisions
Operations
Decisions
Goods
Maintenance Often preventive
and takes place
at production site

Copyright 2014 Pearson Canada Inc

Services
Often repair and
takes place at
customers site

Table 2.1

2 - 44

Managing Global Service


Operations
Requires a different perspective
on:
Capacity planning
Location planning
Facilities design and layout
Scheduling

Copyright 2014 Pearson Canada Inc

2 - 45

Operations Strategies of
Two Drug Companies
Competitive
Advantage

Brand Name Drugs, Inc.

Generic Drug Corp.

Product Differentiation

Low Cost

Product
Heavy R&D investment; Low R&D investment;
Selection and extensive labs; focus on focus on development
Design
development in a broad of generic drugs
range of drug
categories
Quality

Major priority, exceed


Meets regulatory
regulatory requirements requirements on a
country by country
basis
Table 2.2

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 46

Operations Strategies of
Two Drug Companies
Competitive
Advantage

Brand Name Drugs, Inc.

Generic Drug Corp.

Product Differentiation

Low Cost

Process

Product and modular


process; long
production runs in
specialized facilities;
build capacity ahead of
demand

Process focused;
general processes; job
shop approach, shortrun production; focus
on high utilization

Location

Still located in the city


where it was founded

Recently moved to lowtax, low-labor-cost


environment
Table 2.2

2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 47

Operations Strategies of
Two Drug Companies
Competitive
Advantage

Brand Name Drugs, Inc.

Generic Drug Corp.

Product Differentiation

Low Cost

Scheduling

Centralized production
planning

Many short-run
products complicate
scheduling

Layout

Layout supports
automated productfocused production

Layout supports
process-focused job
shop practices

Table 2.2
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 48

Operations Strategies of
Two Drug Companies
Competitive
Advantage

Brand Name Drugs, Inc.

Generic Drug Corp.

Product Differentiation

Low Cost

Human
Resources

Hire the best;


nationwide searches

Very experienced top


executives; other
personnel paid below
industry average

Supply Chain

Long-term supplier
relationships

Tends to purchase
competitively to find
bargains

Table 2.2
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 49

Operations Strategies of
Two Drug Companies
Competitive
Advantage

Brand Name Drugs, Inc.

Generic Drug Corp.

Product Differentiation

Low Cost

Inventory

High finished goods


inventory to ensure all
demands are met

Process focus drives up


work-in-process
inventory; finished
goods inventory tends
to be low

Maintenance

Highly trained staff;


extensive parts
inventory

Highly trained staff to


meet changing demand

Table 2.2
2011 Pearson Education, Inc. publishing as Prentice Hall

2 - 50

Issues In Operations Strategy


Resources view
Value-chain analysis
Porters five forces model
Operating in a system with many
external factors
Constant change

Copyright 2014 Pearson Canada Inc

2 - 51

Product Life Cycle


Company Strategy/Issues

Introduction

Growth

Maturity

Best period to
increase market
share

Practical to change
price or quality
image

Poor time to
change image,
price, or quality

R&D engineering is
critical

Strengthen niche

Competitive costs
become critical
Defend market
position

Internet search engines


iPods
Xbox 360
Sales

Decline
Cost control
critical

Drive-thru
restaurants
CD-ROMs

LCD and
plasma TVs

Avatars
Boeing 787
Twitter

Analogue
TVs
Figure 2.5

Copyright 2014 Pearson Canada Inc

2 - 52

Product Life Cycle


OM Strategy/Issues

Introduction
Product design
and development
critical
Frequent
product and
process design
changes
Short production
runs
High production
costs
Limited models
Attention to
quality

Growth
Forecasting
critical
Product and
process
reliability
Competitive
product
improvements
and options

Maturity
Standardization
Fewer product
changes, more
minor changes
Optimum
capacity
Increasing
stability of
process

Increase capacity Long production


Shift toward
runs
product focus
Product
Enhance
distribution

Decline
Little product
differentiation
Cost
minimization
Overcapacity
in the
industry
Prune line to
eliminate
items not
returning
good margin

improvement and Reduce


capacity
cost cutting

Figure 2.5
Copyright 2014 Pearson Canada Inc

2 - 53

SWOT Analysis
Mission
Internal
Strengths

External
Opportunities
Analysis

Internal
Weaknesses

External
Threats
Strategy

Copyright 2014 Pearson Canada Inc

2 - 54

Strategy Development Process


Analyze the Environment
Identify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.

Determine the Corporate Mission


State the reason for the firms existence and identify the value it
wishes to create.

Form a Strategy
Build a competitive advantage, such as low price, design, or
volume flexibility, quality, quick delivery, dependability, aftersale service, broad product lines.

Figure 2.6
Copyright 2014 Pearson Canada Inc

2 - 55

Strategy Development and


Implementation
Identify key success factors
Build and staff the organization
Integrate OM with other activities
The operations managers job is to implement
an OM strategy, provide competitive
advantage, and increase productivity
Copyright 2014 Pearson Canada Inc

2 - 56

Key Success Factors


Support a Core Competence and Implement Strategy by
Identifying and Executing the Key Success Factors in the Functional Areas

Marketing
Service
Distribution
Promotion
Channels of distribution
Product positioning
(image, functions)

Decisions
Product
Quality
Process
Location
Layout
Human resource
Supply chain
Inventory
Schedule
Maintenance

Copyright 2014 Pearson Canada Inc

Finance/Accounting

Production/Operations

Leverage
Cost of capital
Working capital
Receivables
Payables
Financial control
Lines of credit

Sample Options
Customized or standardized
Define customer expectations and how to achieve them
Facility size, technology, capacity
Near supplier or near customer
Work cells or assembly line
Specialized or enriched jobs
Single or multiple suppliers
When to reorder, how much to keep on hand
Stable or fluctuating production rate
Repair as required or preventive maintenance

Chapter
5
6, S6
7, S7
8
9
10
11, S11
12, 14, 16
13, 15
17

Figure 2.7

2 - 57

THE PLANNING
CONTINUUM

S
t
r
a
t
e
g
i
c
p
l
a
n
n
i
n
g
T
a
c
t
i
c
a
l
P
l
a
n
n
i
n
g
longtim
ehorizon shorttim
ehorizon

lleesssscsterrutacitnutryed
m
o
r
e
c
e
r
t
a
i
n
t
y
m
o
r
e
s
t
r
u
c
t
u
r
e
d
poroerqluyirdeem
fiennetdsinform
ationwerelq-udierfeim
needntisnform
ation
ifrorceuvserosnibtlheeim
p
a
c
t
r
e
v
e
r
s
i
b
l
e
i
m
p
a
c
t
whole focusonparts
ADM 3301 ~ Rim Jaber
2 - 58

Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
Lean,
Productive
Employees

Short Haul, Point-toPoint Routes, Often to


Secondary Airports

Competitive Advantage:
Low Cost
High
Aircraft
Utilization

Standardized
Fleet of Boeing
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Frequent,
Reliable
Schedules
Figure 2.8
2 - 59

Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
Lean,
Productive
Employees

Short Haul, Point-toPoint Routes, Often to


Secondary Airports

Automated ticketing machines


Competitive
Advantage:
No seat assignments
Low Cost
No baggage transfers

High
Aircraft
Utilization

No meals (peanuts)
Standardized
Fleet of Boeing
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Frequent,
Reliable
Schedules
Figure 2.8
2 - 60

Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

No meals (peanuts)

Lean,
Lower gate costs at
Productive
secondary airports
Employees

Short Haul, Point-toPoint Routes, Often to


Secondary Airports

High number of flights


Competitive Advantage:
reduces employee
idleCost
time
Low
between flights
High
Aircraft
Utilization

Standardized
Fleet of Boeing
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Frequent,
Reliable
Schedules
Figure 2.8
2 - 61

Activity Mapping at
Southwest Airlines
Courteous,
but
High number
of flights
Limited Passenger
reduces employee
idle time
Service
between flights
Lean,
Saturate a city with flights,
Productive
lowering administrative
Employees

Short Haul, Point-toPoint Routes, Often to


Secondary Airports

costs (advertising, HR, etc.)


Competitive
Advantage:
per passenger
for that
city
Low Cost
Pilot training required on
Highonly one type of aircraft

Aircraft
Reduced
Utilization

maintenance
Standardized
inventory required
because
Fleet of
Boeing
of only one type737
ofAircraft
aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Frequent,
Reliable
Schedules
Figure 2.8
2 - 62

Activity Mapping at
Southwest Airlines
Pilot training required on
Courteous,
butaircraft
onlyLimited
one
type
of
Passenger

Service
Reduced
maintenance
inventory required because
Lean,
Short Haul, Point-toProductive of only one type of aircraft
Point Routes, Often to
Employees
Secondary Airports
Excellent supplier relations
with Boeing
has aided
Competitive
Advantage:
financing
Low
Cost
High
Aircraft
Utilization

Standardized
Fleet of Boeing
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Frequent,
Reliable
Schedules
Figure 2.8
2 - 63

Activity Mapping at
Southwest Airlines
Courteous, but
Limited
Passenger
Reduced
maintenance
Service
Lean,
Productive
Flexible
union
Employees

inventory required because


of only one type of aircraft
Short Haul, Point-to-

Point Routes, Often to

Flexible employeesSecondary
and
Airports
standard planes aid
contracts
Competitive Advantage:
scheduling
Low Cost
Maintenance personnel
trained only one type of
Frequent,
High
Aircraft
Reliable
aircraft

Utilization

Standardized
20-minute
gate
Fleet of Boeing
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Schedules

turnarounds

Figure 2.8
2 - 64

Activity Mapping at
Southwest Airlines
Automated ticketing
Courteous,
but
machines

Limited Passenger
Service
Empowered
employees
Lean,
Productive
Employees

High
Aircraft
Utilization

High employee
Short Haul, Point-toPoint Routes, Often to
compensation
Secondary Airports

Hire for attitude, then train


Competitive Advantage:
High
level of stock
Low
Cost
ownership

High number of flightsFrequent,


Reliable
reduces
employee idle time
Schedules
Standardized
Fleetbetween
of Boeing flights
737 Aircraft

2011 Pearson Education, Inc. publishing as Prentice Hall

Figure 2.8
2 - 65

Cost Reduction Considerations

High

Four International
Operations Strategies

Figure 2.9

International Strategy
Import/export or
license existing
product
Examples
U.S. Steel
Harley Davidson

Low
Low

High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)

Copyright 2014 Pearson Canada Inc

2 - 66

High

Four International
Operations Strategies

Figure 2.9

Global Strategy

Cost Reduction Considerations

Standardized product
Economies of scale
Cross-cultural learning
Examples:
Texas Instruments
Caterpillar
Otis Elevator
International Strategy
Import/export or
license existing
product
Examples
U.S. Steel
Harley Davidson

Low
Low

High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)

Copyright 2014 Pearson Canada Inc

2 - 67

High

Four International
Operations Strategies

Figure 2.9

Cost Reduction Considerations

Global Strategy
Standardized product
Economies of scale
Cross-cultural learning
Examples:
Texas Instruments
Caterpillar
Otis Elevator

Import/export or
license existing
product

Multidomestic Strategy
Use existing
domestic model globally
Franchise, joint ventures,
subsidiaries

Examples
U.S. Steel
Harley Davidson

Examples
Heinz
The Body Shop
McDonalds Hard Rock Caf

International Strategy

Low
Low

High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)

Copyright 2014 Pearson Canada Inc

2 - 68

High

Four International
Operations Strategies

Cost Reduction Considerations

Global Strategy
Standardized product
Economies of scale
Cross-cultural learning
Examples:
Texas Instruments
Caterpillar
Otis Elevator

Transnational Strategy
Movement of material, people,
ideas across national
boundaries
Economies of scale
Cross-cultural learning
Examples
Coca-Cola
Nestl

Import/export or
license existing
product

Multidomestic Strategy
Use existing
domestic model globally
Franchise, joint ventures,
subsidiaries

Examples
U.S. Steel
Harley Davidson

Examples
Heinz
The Body Shop
McDonalds Hard Rock Cafe

International Strategy

Figure 2.9

Low
Low

High
Local Responsiveness Considerations
(Quick Response and/or Differentiation)

Copyright 2014 Pearson Canada Inc

2 - 69

Ethics: Ranking Corruption


Rank
Country
1
New Zealand
2
Denmark, Finland
5
Singapore
6
Norway
8
Australia, Switzerland
10 Canada
12 Hong Kong
14 Germany, Japan
16 UK
24 USA
32 Taiwan
43 South Korea
60 Malaysia
75 China
112 Vietnam
143 Russia
Copyright 2014 Pearson Canada Inc

2011 CPI Score (out of 10)


9.5
Least
9.4 Corrupt
9.2
9.0
8.8
8.7
8.4
8.0
7.8
7.1
6.1
5.4
4.3
Most
3.6 Corrupt
2.9
2.4

2 - 70

Summary
Global operations provide challenges and

opportunities
Organizations identify their strengths and
weaknesses
Missions and strategies are then developed
Competitive advantages can be achieved from
global operations
OM managers have huge impact on the decision
making

Copyright 2014 Pearson Canada Inc

2 - 71

Das könnte Ihnen auch gefallen