heizer_02全球环境下的运作战略.pptVIP

Outline Outline – Continued Outline – Continued Outline – Continued Outline – Continued Learning Objectives Learning Objectives 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 Global Strategies Volvo – considered a Swedish company but it is controlled by an American company, Ford. 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. Haier – A Chinese company, produces compact refrigerators (it has one-third of the US market) and wine cabinets (it has half of the US market) in South Carolina Some Multinational Corporations Some Multinational Corporations Some Boeing Suppliers (787) Some Boeing Suppliers (787) Some Boeing Suppliers (787) Some Boeing Suppliers (787) Reasons to Globalize 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 European Union (EU) Improve the Supply Chain Locating facilities closer to unique resources Auto design to California Athletic shoe production to China Perfume manufacturing in France Provide Better Goods and Services Objective and subjective characteristics of goods and services On-time deliveries Cultural variables Improved customer service 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 Learn to Improve Operations Remain open to the free flow of ideas General Motors partnered with a Japanese auto manufacturer to learn Equipment and layout have been improved using Scandinavian ergonomic competence Attract and Retain Global Ta