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'ˎe; ʘ$2$ghQ&9WS= c $ 33333@3$ g42d2dv 0 pp <4dddd` 0L(BNcg4KdKdv 0Tp@ ppuʚ;]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =e  OutlineGlobal Company Profile: Boeing Developing Missions and Strategies Mission Strategy Achieving Competitive Advantage Through Operations Competing on Differentiation Competing on Cost Competing on Response hB3EB3E$Outline - ContinuedTen Strategic OM decisions Issues in Operations Strategy Research Preconditions Dynamics Strategy Development and Implementation Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities 9Z Z(ZZZ9 (BOutline - ContinuedwGlobal Operations Strategy Options International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsZ9@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important |6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United States5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYYTOM s Contribution to Strategy  Figure 2.4"+P 3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5pStrategy and Issues During a Product s Life  Figure 2.59P9''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive Advantage@4Vanguard s Activity System# How It Works J(Four International Operations StrategiesKMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXB  ` ̙33` ` ff3333f` 333MMM` f` f` 3>?" dd(x?d3d3HP n?" dd@   @@``PR     ` p>> xp(  B  NFEFE "  RClick to edit Master text styles Second level Third level Fourth level Fifth level!     S  NȒFEFE "ZEf  pPowerPoint presentation to accompany Heizer/Render  Principles of Operations Management, 5e, and Operations Management, 7e|{  %Q0  N$FEFE "W` `   > 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 07458?? 2  N@FEFE "Zz f  2-*    TFEFE "`  T Click to edit Master title style! !B  s *}a ? ff333 $Blank Presentation0 @ *( Hr@ k@    0lG P   G X*   0G    G Z* d  c $ ?  G  0G  @ G RClick to edit Master text styles Second level Third level Fourth level Fifth level!     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X H 0Ԕ ` X H 0Ԕ ` X H 0Ԕ ,`  H HؒFEFE3  0`s  oLogistics Management $HP  H HݒFEFE3  H s  uLocation Decisions ,HP  H HFEFE3  `s  ISupply Chain ManagementdB  H <D pP dB  H@ <D  0 jB  H BDjJpP P H H 0}a ? f̙33 = P6(  P~ P s *D`   x P c $\  H P 0}a ? f̙33 > X6(  X~ X s *d`   x X c $   H X 0}a ? f̙33 ? `6(  `~ ` s *`   x ` c $  H ` 0}a ? f̙33 @ h6(  h~ h s *`   x h c $p  H h 0}a ? f̙33+ A 5+-+ PPp*(  px p c $D*`  D  *F 'n  p 'n  p 60D I Workforce$ B p 3 n<B p # n p 6DD'v ECompany" p 6T ' BHome"  p 6h ECountry"  p 6  '  E% Sales"  p 60   EOutside"  p 6& ` P BHome"  p 6$ G  ECountry" p 6l '  F% Assets"  p 6   EOutside" p 6p; * P BHome" p 6> Gj  ECountry" p 6B'S G % Foreign"  p 60Fh JColgate-&  p 6JY  K Palmolive&  p 6N EUSA& p 6Rg   D72& p 64V T  D63& p 6Z6 DNA&B p 3 p<B p # pB p 3 p<B p # p<B p # pqB p 3 <B p # B  p 3 <B !p # <B "p # B #p 3  <B $p #  B %p 3   <B &p #   <B 'p #   B (p 3  ; <B )p #  ; B *p 3 ; R <B +p # ; R <B ,p # ; < B -p 3 R <B .p # R B /p 3 <B 0p # <B 1p # B 2p 3 <B 3p # B 4p 3 <B 5p # <B 6p #  7p 6xe K  EDow& 8p 6iD   JChemical&  9p 6n K  EUSA& :p 6,rg K  D60& ;p 6tu T K  D50& p 6   EUSA& ?p 6g   D62& @p 6솒  T  D53& Ap 606   DNA& Bp 6   GHonda& Cp 6$ D  GJapan& Dp 6g   D63& Ep 6`  T  D36& Fp 6t6   DNA& Gp 6У3 {  EIBM& Hp 63   EUSA& Ip 6īg 3  D57& Jp 6  3 T  D47& Kp 663   D51& Lp Bܷ ? 0 >Citicorp 2  Mp H  ?# 7USA Np B ?l   834 2 Op B’ ? 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Switzerland  8x < N  y  D98& 9x <,Q  y  D95& :x <tTfy  D97& ;x <X 5  IPhilips& x <(e   D85& ?x <phf   D82& @x <lj   ISiemens& Ax <p1j   IGermany& Bx <t j    D51& Cx <y j   DNA& Dx <|fj   D38& Ex H ? $D  K Electronics$ 2  Fx 0` 4G  TUnilever 2  Gx 00d $  GBritain & Netherlands 2 Hx 0$` l P @  495 2 Ix 0P l p@  470 2 Jx 0,l L@  464 2H x 0}a ? f̙33 D @6(  ~  s *T`   x  c $ {   H  0}a ? f̙33 E TLP(  ~  s *8D`  D x  c $D;  D   NFEFE 3  \Tangible Intangible&ff  S BC_DEF3)_@ij0 H  0}a ? f̙33 F `6(  ~  s *@`   x  c $`   H  0}a ? f̙33 G p.(  x  c $D   v2  N f>?0xP H  0}a ? f̙33 H 6(  ~  s * D`  D x  c $_D D H  0}a ? f̙33 J 6(  ~  s * l`  l x  c $!l l H  0}a ? f̙33 K 6(  ~  s *'l`  l x  c $'l  l H  0}a ? f̙33 L nf(  x  c $T-l `  l x  c $.l l   00lp@p f Using CSFs for Country Selection*! 2  3 3H  0}a ? f̙33% M e(  ~  s *7l`  l x  c $X8l-  l '  N9lFEFE  E @  qwork ethic tax rates inflation availability of raw materials interest rates population number of miles of highwayrqH  0}a ? f̙33 P 6(  ~  s *\:G`  G x  c $;G G H  0}a ? f̙33 Q F(  x  c $@G`  G   c $8FGP  G ",H  0}a ? ff333 R  6(  ~  s *E`  E x  c $E E H  0}a ? f̙33 S 00(  x  c $D`  D x  c $@qD D H  0}a ? ff333 T @0(  x  c $`G`  G x  c $aG G H  0}a ? ff333 U P0(  x  c $eG`  G x  c $gG0  G H  0}a ? ff333 V `)(  x  c $XD@  D F F p  p   BD ?0h OGlobal Strategy Standardized product Economies of scale Cross-cultural learning$P0F2A  <TjG ? 0P gTransnational Strategy Move material, people, ideas, across national boundaries Cross-cultural learning$h0F2R  <hqG ?`x  AInternational Strategy Import.export or license existing product $B0F2,  <vG ?   dMulti-domestic strategy Use existing domestic model globally Franchise, joint ventures, subsidiaries$e0F2NB  ZDԔ?     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Organization s purpose for being Provides boundaries & focus Answers  What do we provide society? &dd@ @`Zt  uqX   uqX ,$D 0  ZA11d? u P ,$D 0  Z$Gxaxa1?P qX ,$D 0 J 1995 Corel Corp. 3H  0}a ? f̙33   $(   r   S G`  G r   S TGs  G H   0}a ? ff333  ,V(  ,x , c $D`  D  , S D c <$0 D H , 0}a ? f̙33  $$(  $r $ S 0F`  F r $ S 0F F H $ 0}a ? ff333  ;34(  4x 4 c $8F`  F R 4 s *8c + y  4 < Fb   EMission"R 4 s *8cj 4 4 <F] I J Philosophy &"  4 <FK  DValues"R  4 s *8cWv "  4 <F)7 K Profitability"   4 <#F8~ F& Growth" R  4 s *8cW"  4 <p(F] I Environment" R 4 s *8c r  4 <F, S4  G Customers" R 4 s *8c v r  4 <POF, \  J Public Image"  4 BCDEFf  @  4 BaCTDEFa+T @` 4 BCDEFf  @= 4 BaCTDEFfa+T @` 4 zBCDE Ff @4   4 BaCTDEFfa1Ta @` H  4 BCDEFf PPP @= v  4 BbCTDEFbT+bbT @`+  4 BCDEFf PPP @ v  4 BbCTDEFfbT+bbT @`+  4 < XFH %  L Benefit to&  4 <eF  ISociety& 4 zBC&DE Ff &@y    4 BaCTDEFfa1Ta @` H H 4 0}a ? f̙33  <V(  <x < c $kF`  F  < S lF<$ 0 F H < 0}a ? f̙337   Dw(  Dx D c $qF`  F l ``0 D``0,$D 0_@ ``0 D``0} D ZzFxaxa1 ?` 0,$ 0 Action plan to achieve mission Shows how mission will be achieved Company has a business strategy Functional areas have strategies @ @` D ZA1̣1d? `  D Z<|Fxaxa1? `   J 1995 Corel Corp. 3H D 0}a ? f̙33   ME"5L ( DK Lx L c $pF`  F 8 Bs  5LBs rB !L BDfԔP P @ Bf s  4LBf s l B K  L# Bf K ,$D0T L c $]B K  L <tF   G Marketing"  L 6|F   G Decisions" g M V  L# Mf V  ,$D0T L c $]M V   L 6F  H Operations"   L 6F  G Decisions" g j s  L# jf s ,$D0T L c $]j s  L 6F   H Fin./Acct."  L 6\F   G Decisions" s@ @I  3L@I Z L s *]@I  L <,F  MCompany Mission"u@ @I  2L@I Z L s *]@I   L <F  OBusiness Strategy"rB #LB BDfԔP P 4dT  D `  &L# Y u  'L BCDEFfֳg gg @^ D w  (L B^C_DEFf^._^ @`I `  )L BCDEFfֳggg @PD ^  *L B^C_DEFf^0_^ @`  ~` A@ y  1Ly4 D  %L <|FR %  MFunctional Area"Z +L s *]y  ,L 6ܲF  XFunctional Area Strategies"rB -L BDfԔP M P p H L 0}a ? f̙33    TP(  Tr T S F    F  T S dF] <$ 0 F H T 0}a ? f̙33   0\V( $ \x \ c $F`  F  \ S F<$ 0 F H \ 0}a ? f̙33   @dV(  dx d c $F`  F  d S F<$ 0 F H d 0}a ? f̙33  PlV(  lx l c $F`  F  l S F<$ 0 F H l 0}a ? f̙33  `tV(  tx t c $F`@  F  t S F<$ 0 F H t 0}a ? f̙33     p-/|  (  |x | c $\F`  F   | 6F 3  EResponse (Faster) 8   /| f2 | 6@x f2 | 6 g f2 | 6Pk. ` | 0   | 6}F  dQuality Product Process Location Layout Human Resource Supply Chain Inventory Scheduling Maintenancee02e  |  B} C DEF&  }  @``   | BvFO  RHP s ability to follow the printer market** &  | 6TF(mH  LDifferentiation (Better)   | 6F 6  MCost leadership (Cheaper)  | BF4c  V$Southwest Airlines No-frills service%%  | Bκzi ~ TSony s constant innovation of new products++  | Blк M ^ \Pizza Hut s five-minute guarantee at lunchtime//  | B".  dFederal Express s  absolutely, positively on time 33   | BD  ^Motorola s automotive products ignition systems00  | BԺ>   T"Motorola s pagers   | Bغ = v  ^IBM s after-sale service on mainframe computers00  | Bxܺf q m  \Fidelity Security s broad line of mutual funds//  | B( Z  I FLEXIBILITY"   | BD +  8Design  | Bʺ S/  8Volume  | B@ D  FLOW COST"   | B,E ?B FDELIVERY"   | BHIL  ^ 7Speed  | BKX , K Dependability"   | BQ h   EQUALITY"  | BT   = Conformance   | BtX ?   = Performance    | B`WM v  PAFTER-SALE SERVICE"  !| B_ h  PBROAD PRODUCT LINE" rB "| BDjJg > >rB #| BDjJ  rB $| BDjJ L rB %| BDjJ z rB &| BDjJ > & > rB '| BDjJ rB (| BDjJ ) ) rB )| BDjJ   *| 6e NOperations DecisionsP +| <i >Examples  ,| 6lM  RSpecific Strategy Used 8P2 -| 6ovm  MCompetitive AdvantagePH | 0}a ? f̙33  V(  x  c $hu`     S Hv` <$ 0  H  0}a ? f̙33 & |tL (  L` L c $A ?? @ l L C PE`  E H L 0}a ? ff333 ' |t, ( >   ,` , c $A ?? l , C }`   H , 0}a ? ff333 ( |tP (  P` P c $A ??Dtx l P C `   H P 0}a ? ff333 ) zT(  Tr T S @`   ` T c $A ??P  H T 0}a ? ff333  vnP(  x  c $`   8 P P8T   # NP fB   6DofB   6Do*@ W  W "   BW  x Low Moderate Highyy  B>   6Volume@@ '<9  '<9   B0 '< <High  B@8w17  8Moderate   By .9  3Low  Hܥ1  CVariety of Products08    2  <ܪԔ  >   <f, QProcess-focused Job Shops (Print shop, emergency room , machine shop, fine dining6R 92  <ԔJz  > $  B\fo i  XRepetitive (modular) focus Assembly line (Cars, appliances, TVs, fast-food restaurants)6Y 1f2  6Ԕ RP    0ĺfp.   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Growth rate 2 H  0}a ? f̙33  Z(  e  T̈́xaxa331 ?jPp,$D 0 YBest period to increase market share R&D engineering are critical Product design and development are critical Frequent product and process design changes Over-capacity Short production runs High skilled-labor content High production costs Limited number of models Utmost attentions to quality Quick elimination of market-revealed design defectsZ Z@ @`  NX؄xaxa1?=P W Introduction, 2 XB  08c?@@XB  08c?`@r  S ܄@     S ݄P` <$D 0  H  0}a ? f̙33E  ( ? # r  S <Ppp     Z(xaxa1 ?* ,$D 0 PPractical to change prices or quality image Marketing is critical Strengthen niche Forecasting is critical Product and process reliability Competitive product improvements and options Shift toward product oriented Enhance distribution (  @ @`0   ֳֳ1 ?*p<$D 0  ,@ @`  N,xaxa1?@M G Growth" 2XB  08c?P P XB  08c?HH H  0}a ? f̙33$  d(  r  S P@@     TGxaxa331 ? `S,$D 0 "Poor time to increase market share Competitive costs become critical Poor time to change price, image, or quality Defend position via fresh promotional and distribution approaches Standardization Less rapid product changes and more minor annual model changes Optimum capacity Increasing stability of manufacturing process Lower labor skills Long production runs Attention to product improvement and cost cutting Re-examination of necessity of design compromises @ @`0   hFֳֳ1 ?P <$D 0  ,@ @`  NFxaxa1?@A Z Maturity. 2XB  08c?ghXB  08c?00H  0}a ? f̙33  XP(  r  S F@  F   Zȯxaxa1 ?*=  Cost control critical to market share Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning Good margin Reduce capacity @ @`   ֳֳ1 ?*p F ,@ @`  Nxaxa1?6M H Decline" 2XB  08c? eu XB  08c?H]] H  0}a ? f̙33$  `$X$55#(  x  c $<`   @ z  J  ` ,$D0Z  s *NFDf  6jJND`  0jJF2  # BjCDE$FlfjJII6G>@kN/t%7miP$GgfDM4 'R   * r  M  )K < U y5 88N3Pmqy.>ITUZ_fhjhqhhgg34@                        N f  6oD   <i_ B Introduction     <i' _ <Growth    < i  [ >Maturity     < i V =Decline    0<i " $Standardization Less rapid product changes - more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting^ 200P2 2 0P2 2%0P2 5  0i(  Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning good margin Reduce capacity 2 H  0i # Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focused Enhance distribution 0P2 E  0"ip   Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality0Z2 fB  6DjJ DfB  6DjJ GfB  6DjJ JfB  6DjJfB  6DjJ  `fB  6DjJ`fB  6DjJ   0(ipAp EBest period to increase market share R&D product engineering critical,%0F2!0P2F   0.i7P  ;Practical to change price or quality image Strengthen niche*+0P2 2<   03iYF OCost control critical0P2   006i K> ePoor time to change image, price, or quality Competitive costs become critical Defend market position,O0F20P2f   6;iX 5  JOM Strategy/Issues 2   60i5 OCompany Strategy/Issues 2 `  0 /h `  0D`   07` ! 0( . ` " 0f  ` # 0 }n ` $ 0{d` % 0C| & <pCig  :HDTV  ' 0Fi | >CD-ROM 2  ( <(Ji  C Color copiers  ) 0Ni)<  NDrive-thru restaurants 2  * 0Qi 0q D Fax machines 2   + 0Ti) s HStation wagons0F2 fB , 6DjJ   - 0 Xi8p 7Sales 2  . c BC DE4FjJ , X0`@h0`0HP  @      / 0[i } \&3 1/2 Floppy disks0Z2  0 <l_i p :Internet  8   5 p 1 @BC DEF@(( 30Pm0M0mx=-cu]E[:-E   Jp } ` = }X8| @             S` `B 2 0D `B 3 0D  `B 4 0D00 H  0}a ? f̙33 / 4(  4l 4 C ei`  i l 4 C dfi i H 4 0}a ? ff333B    r(  X  03Ԕx  c $ li`  i r  S li0 i   <Dhi3Ԕ@  >3   TpqiFEFE3Ԕ   KDetermine Corporate Mission^  63Ԕ t  NHtiFEFE = 0  ?Form a Strategy   6Z@ (,$D0   6Z X ,$D0H  0}a ? f̙33   $$(  x  c $<{i`  i L  c $]% {   60}i@ Z   FStrategy" L  c $]%   6Pi]4 0 EMission"F  S ]g s  6@i" FExternal"    6@i A AO$   6i? J pportunities" F   S ]   6i"g FInternal"    6Di7 AS$  6xi5 Ftrengths" F  S ]    6i g  FInternal"   6Ԯi K~  AW$  6i 9~  G eaknesses" F  S ] g s   6i   FExternal"   6di !~  AT$  6|i ~  Dhreats"  BCDEFfֳ @    B^C^DEF^0^ @`|    BCDEFfֳ @   B^C^DEFf^0^ @`|    tBCDE Ffֳ#@! "   B^C_DEFf^0_^ @` O   BCDEFfֳNNN @x g   B_C^DEF_^0__^ @`| %   BCDEFfֳNNN @ x g    B_C^DEFf_^0__^ @`| %  ! 6i% 4  M Competitive&  " 6i l  K Advantage&  # tBCJDE FfֳJ@{ ! "  $ B^C_DEFf^0_^ @` O  H  0}a ? f̙33  ! l d  0  (  x  c $i`  i d  <jJ@      6ijJ$, Decisions Sample Option Chapter Product Customized, or standardized 5 Quality Define customer expectations and how to achieve them 6, S6 Process Facility size, technology, capacity 7, S7 Location Near supplier or customer 8 Layout Work cells or assembly line 9 Human resource Specialized or enriched jobs 10, S10 Supply chain Single or multiple source suppliers 11, S11 Inventory When to reorder, how much to keep on hand 12, 14,16 Schedule Stable or fluctuating productions rate 13, 15 Maintenance Repair as required or preventive maintenance 17* [3333bfU m fX  06 "X  00`+ X  06%  6ijJ6: iMarketing Service Distribution Promotion Channels of distribution Product positioning (image, functions):j 3333`33,   6ijJ2`+  rFinance/Accounting Leverage Cost of capital Working capital Receivables Payables Financial control Lines of credit8s3333`33   6ijJ0 " KProduction/Operations33dr   <HKKI{0 H  0}a ? f̙33?  0   |0 k ( 4 |l | C i``  i  8 0p |0p`2 | 0@  `2 | 0  `2 | 0@ P p`2 | 00 `2 | 00P ``2 | 0P   | <iԔ*  Z(Courteous, but limited passenger service)) | <$jԔ@ LLean, productive employees | 6jԔ   p>Short haul, point-to-point routes, often to secondary airports?? | <DjԔh :  KHigh aircraft utilization | < jԔ   [)Standardized fleet of Boeing 737 aircraft** | <4jԔf j  NFrequent, reliable schedules  | 6j@  SCompetitive Advantage: Low Cost  xB  | HDo `0xB  | HDo  xB  |B HDo @  | c B(C@DEFo(@@  xB | HDo0  xB |B HDo@H | 0}a ? ff333 1  0(  r  S j``  j ~8 'p  'p `2  08h   <j3Ԕv* 0 Z(Courteous, but limited passenger service))  Bj'p  ~NNo seat assignments No baggage transfers Automated ticketing machines No mealsOOH  0}a ? ff333 2 0;( @@, R2  s *t 4 r  S "j``  j /8 +  +   6,$j3Ԕ F  p>Short haul, point-to-point routes, often to secondary airports??  0(j +  iLower gate costs at secondary airports High number of flights, reduces employee idle time between flightsj 2jH  0}a ? ff333 3 @8(  R2  s *8 X r  S *j``  j ,8 `  `   <0jԔf `  NFrequent, reliable schedules  6 5j` E  High number of flights reduces employee idle time between flights Saturate a city with flights lowering administrative costs per passenger for that cityH  0}a ? ff333 4 PU(  R2  s *L \\ |r  S l;j``  j I8 6g  g6   6Short haul, point-to-point routes, often to secondary airports??  <pjԔh `  KHigh aircraft utilization  <PsjԔ   [)Standardized fleet of Boeing 737 aircraft**  <wjԔf `  NFrequent, reliable schedules  6<{j@  SCompetitive Advantage: Low Cost  xB  HDo `0xB   HDo  xB !B HDo @  " c B(C@DEFo(@@  xB # HDo0  xB $B HDo@H  0}a ? ff333  8 u m  (  l  C j`  j M 8 t  t f2  63o P  f2  63opp f2   63o P f2   63o 0f2   63o0 f2   63o@    6j  n<A broad array of mutual funds excluding some fund categories==  6(j` 0j  MEfficient investment management approach offering good consistent performanceNN  6(j 6 8  d2Straightforward client communication and education33  6j6  EStrict cost control  6jtr >,  FDirect distributions  08j  W%Very low expenses passed on to client&&lB  <Do0 @ lB  <Do@`lB  <DoP @plB B <Do 0P lB  <DoP  lB  <Do@ P P p lB  <Do` lB  <Do@ p ` lB  <Do  P lB  <Do H  0}a ? ff333 # 2*%*@(  x  c $j`  j F p~  *  ~ Z  s *]Y   <ؠjT@  CCompany   <TjQ  CMission Z  s *]o    < jj+ * DBusiness    <|Lj='&  DStrategy Z   s *] K    <8j~ >  KFunctional Area    <j< F  F Strategies Z  s *] ~   <j _  E Marketing   <tj Y{  E Decisions Z  s *]  ~   < j P  F Operations   <j 7 {  E Decisions Z  s *]  p~   <xj %  F Fin./Acct.   <j ({  E Decisions   zBCODE FfMO@  #  B\CWDEFf\/W\ @`[  o  BCMDEFfLLLM @  7   B\CWDEFf\/W\ @`^ ,   BCDEFf___ @ z   B\CWDEFf\-W\ @`M    BCDEFf @   B\CWDEFf\/W\ @`[    BCDEFf___ @    B\CWDEFf\/W\ @`}   " Zjxaxa1?A ^,If competitive advantage, leads to achieving- 2-T 4  ## k  $ c BBCDEFi1?@@(xF !9UGrg,^<)sV'V 9&mPxQ#AT}S=$0jZW(^;*pR1 .Orb*VKGr;.(@4  % c B-CDEFZ1??? 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Bp ]Distinctive competencies affect" 2 (  BC1DEFZ1i)???)LkwY8:a]$.KiDeDi08HjP62lq^U)dd;(*CVk{xfN4@@m H  0}a ? f̙33G   ({(  (r ( S j`  j 8 dh  (hZ2 ( s *dh  ( 0hjpX OGlobal Strategy Standardized product Economies of scale Cross cultural learning8(!!ZP8 4 LL  (L L2  ( 6pj4 LL 1*/ ( 0Dj  qTransnational Strategy Move material, people, ideas, across national boundaries Economies Cross cultural learning:8F290F2"022r8 |   (H Z2 ( s *|P  ( 0(j@  BInternational Strategy Import/export, or license existing product 0P+PC>8  p ( p2  ( <j p : @ ( 6k`   dMultidomestic Strategy Uses existing domestic model globally Franchise, joint ventures, subsidiaries88F2&022(0<2eWH ( 0}a ? ff333  ,$(  ,r , S  k`  k r , S  k k H , 0}a ? ff333  0$(  0r 0 S Dj`  k r 0 S j j H 0 0}a ? ff333  4$(  4r 4 S Hk`  k r 4 S k k H 4 0}a ? ff333  8$(  8r 8 S k`  k r 8 S lk k H 8 0}a ? ff3330 0(  X  C     G  S +G  @  G  H  0޽h ? ̙330 C;@(  X  C     ;  S _  @   You might begin the the thread of a discussion about mission and strategies forming the context for decision making within the company. This discussion can be continued throughout the chapter.H  0޽h ? ̙330 p(  X  C       S p  @    H  0޽h ? ̙33 0 ` X 0  (   X   C     rX    c l0e0e   @  r xYou might ask students to prepare for class by visiting several company web sites, and, for each company: locating the company mission, and printing a copy of the mission to bring to class. The students should also be asked to, if possible, determine the strategy used by the company to achieve its avowed mission. You might even ask that a student finding a mission statement that they believe of special interest, bring a copy of the statement on a transparency. You might begin the class by asking students why a company s mission is so important. Does it really convey important information, or is it, as some cynics might claim, simply an expression of wishful thinking? Among other benefits, the mission provides an  umbrella under which decisions should be made. This may be especially useful for a global enterprise. If the students have obtained the mission statements of companies with which they are familiar, you might ask if their perception of the company suggests that it is fulfilling it published mission. If the answer is  No, ask what suggests otherwise. H   0޽h ? ̙33l0 ,$@0(  0X 0 C     r$ 0 S Dl  @  r Ask the students to compare the mission of Circle K with this of Merck (and with those they have located). What does the recognition of employees and investors signify? Is it reasonable to suggest that employees and investors should be recognized in all mission statements? Does such recognition have any significance with regard to employee working conditions, corporate decision making, or corporate attitude toward risk?H 0 0޽h ? ̙330 P8,(  8X 8 C     r 8 S l  @  r .One can obviously discuss the impact of each of these factors on a company mission. An alternative is to have each student take a company mission and identify the connection to each of the factors. In particular, ask students if the connection is uni- or bi-directional, i.e.,  The environment within which a company operates may impact its mission, can the mission also impact the environment? H 8 0޽h ? ̙3330 `@(  @X @ C     l @ S l  @  l qThe distinction between mission and strategy probably requires some discussion. The best approach might be to ask students, who have obtained the mission statements of companies with which they are familiar, to discuss their perception of the company strategy. There may also be companies which publish a statement of strategy as well their mission on their web site.H @ 0޽h ? ̙33 0 @8pH(  HX H C     l8 H S |l  @  l Here, you might introduce the hierarchical nature of strategies, and, as prelude to subsequent slides, ask students whether they believe it is better to plan from the top down, or bottom up.H H 0޽h ? ̙33 0 Pl(  PX P C     l P S l  @  l nZThis slide can be used to frame a discussion of the process of developing strategies. If so, the steps of Environmental and SWOT Analysis should be expanded. You might also ask the students  Whose responsibility is Strategy Planning? Is participation in this process restricted to upper level management, or does it involve all levels of employees? Might one have different expectations for the answer to this question for a particular company ( Circle K as opposed to Merck)? The contrast between strategy planning for all levels of the organization at once, versus strategy planing for the organization as a whole, with subsequent  rolldown to lower levels might be discussed.H P 0޽h ? ̙33  0 X[(  XX X C     l X S l  @  l ]IThis slide simply opens the discussion on the several modes of competing.H X 0޽h ? ̙33 0 `)(  `X ` C     l ` S 8l  @  l +Ask students for examples of companies competing on the basis of differentiation. If they cannot identify any, you can fall back on a discussion of McDonalds, Burger King, and Wendys. Ask the students to identify the differences between the three franchises. H ` 0޽h ? ̙33 0 hL(  hX h C     l h S Ul  @  l NOne of the major points to be made here is that  competing on cost does not necessarily mean  having the lowest cost: There is also the notion of value, and in particular, value defined by the customer. There are some drivers who will argue that Volvo competes on cost suggesting that Volvos are  low cost for a vehicle with such  demonstrated safety benefits and long life expectancy. $H h 0޽h ? ̙33f0 &p(  pX p C     l p S \l  @  l Most students readily acknowledge that competing on the basis of response involves the notion of quickness or speed, so the discussion should probably concentrate on the other three elements. The concept of and need for  institutionalization will likely require significant discussion. Here you might point out that  response is seldom the prerogative of any, single, individual - appropriate response is often the outcome of the work of many. H p 0޽h ? ̙33v0 6.x(  xX x C     l. x S fl  @  l You might point out that businesses now operate in a very rapidly changing environment - and that these changes are often in fundamental characteristics of the environment, e.g., use of the world-wide web is enabling some very fundamental changes in the way in which firms do business. Competing on any basis (differentiation, cost, or response) requires the ability to adapt to these changes on a firm-wide basis, not as individuals..H x 0޽h ? ̙33e0 %(  X  C     l  S ol  @  l Students can be asked to add to the list of examples shown in this slide. You might also ask students whether OM can contribute in similar ways in all industries. H  0޽h ? ̙330 $(  X  C     l  S wl  @  l &This slide simply introduces the 10 decisions. You may not wish to do more than  define the decision area and give one or two examples. H  0޽h ? ̙330 h`@ (  X  C     l`  S l  @  l This slide can be used to introduce the process design options, and help students begin to understand the conditions of volume and variety under which they are most useful. Student should be asked to provide and discuss examples.H  0޽h ? ̙330 [S (  X  C     lS  S l  @  l This is the first of several slides portraying the results of some fairly recent research. You might point out that these are necessary conditions, perhaps not sufficient. $ &H  0޽h ? ̙33?0  (  X  C     l  S 0l  @  l }A second study: 248 business were asked to rate thirty two categories. The more general results are given in the next slideH  0޽h ? ̙33&0  v(  X  C     l  S l  @  l xdIf one argues that the quality/service categories really belong in OM, the total for OM reaches 44%.H  0޽h ? ̙330  f(  X  C     l  S Ql  @  l hTMake the point here that this is a minimum set of  necessary issues which must be understood. Understanding these alone does not guarantee success. If you have not done it before, here is where you can begin to prod students into looking at the true complexity faced by the operations manager., H  0޽h ? ̙33)0  y(  X  C     l  S n  @  l {gYou might begin here to raise the notion that change in strategy is not optional - but must occur when any other factor(s) change(s). The Japanese have come to view strategy as being continually adaptive. The next slide lists the stages in the product life cycle. The several slides following that elaborate on strategic issues over the product life cycle.H  0޽h ? ̙330  (  X  C     l  S l  @  l  The purpose of this slide is simply to introduce the stages of the product life cycle and provide time for the instructor to present brief definitions. A context for further elaboration is provided by the following four slides. The fifth enables a useful summary.H  0޽h ? ̙330 [S (  X  C     lS  S l  @  l As you discuss the product life cycle, it may be helpful to ask students to identify products they believe to currently be in the stage under discussion. Ask them what evidence they have to support their conclusions.H  0޽h ? ̙330  (  X  C     l  S @l  @  l  H  0޽h ? ̙330  (  X  C     l  S ll  @  l  H  0޽h ? ̙330  (  X  C     l  S l  @  l  H  0޽h ? ̙330 0 m(  X  C     l  S l  @  l o[This slide can be useful in summarizing strategy changes over the lifecycle of the product.H  0޽h ? ̙33V0 P (  X  C     l  S |*l  @  l This slide can be used to frame a discussion of SWOT analysis. Students should be asked what types of questions might be appropriate at each stage.H  0޽h ? ̙33a 0 !` (  X  C     l  S X0l  @  l This slide frames the individual elements of the SWOT analysis process. The notion that SWOT must look at both internal and external issues can be raised here. It may also be worthwhile stressing that the Internal analysis must be: 1. A critical analysis with an honest, open-minded assessment, not politically driven 2. An assessment of strengths and weaknesses in light of the specific corporate mission.H  0޽h ? ̙33 !0 F > p (  X  C     l>  S I  @  l This slide introduces the notion of Critical Success Factors. Many students seem to perceive Critical Success Factor analysis as an  easy process. It may help to ask your students to develop a list of critical success factors for a business with which they are familiar. (If all else fails, ask them to develop the critical success factors for the college or university they attend.) Once they have identified a number of factors (the number depending on the time available), make them go back and justify the importance of each factor. As they are in the process of justification, ask  What happens if the business fails to adequately address this factor? At this point, begin to help them differentiate between factors which will result in sub-optimal performance and those which will result in outright failure. In many colleges/universities, for example, offering a top quality program may not be necessary, while ensuring that each graduate has a job offer upon graduation may be.H  0޽h ? ̙33#0  O(  X  C     I  S I  @  I Q=This slide can be used to tie coverage of Chapter 2 together.H  0޽h ? ̙33$0 P (    X   C        S 0f  @    H   0޽h ? ̙33*0 kc (    R  3     li  C }l  @  l Here again, you might look particularly at the impact of the difference between goods and services. You may be able to get students to consider such consequences as the level of worker skill required, the difficulty in controlling quality, etc.H  0޽h ? ̙33&0 x (  +P R  3     l~  C Ąl  @  l  H  0޽h ? ̙33+0 x ( XS R  3     l~  C l  @  l  H  0޽h ? ̙33,0 x0 (  R  3     l~  C l  @  l  H  0޽h ? ̙33-0 [SP (  R  3     lY  C l  @  l Here it may be helpful to point out that although the strategies are significantly different for the two companies, both successful. If possible, you should have students consider what the missions of the two companies might be.H  0޽h ? ̙3320 x` (  R  3     l~  C l  @  l  H  0޽h ? ̙3330 xp ( %! lA R  3     l~  C  l  @  l  H  0޽h ? ̙3340 x (  R  3     l~  C Ll  @  l  H  0޽h ? ̙332'0 @ (  R  3     l  C $l  @  l |It might be helpful here to define  critical success factors. H  0޽h ? ̙33 50  [(  R  3     k  C Hk  @  k iUDiscuss how the individual strategies combine to achieve the overall company mission.H  0޽h ? ̙3370 x ( Є@ R@ R  3     k~  C 3k  @  k  H  0޽h ? ̙3380 x (  R  3     I~  C lI  @  I  H  0޽h ? ̙33>0 x (  R  3     I~  C \HI  @  I  H  0޽h ? ̙33?0 x (  R  3     I~  C I  @  I  H  0޽h ? ̙3390 x ( 8}@`u@ R  3     I~  C I  @  I  H  0޽h ? ̙33:0 x ( 8}@`u@ R  3     I~  C H I  @  I  H  0޽h ? ̙33;0 x ( xdd R  3     I~  C tI  @  I  H  0޽h ? ̙33@0 x ( 8}@`u@ R  3     I~  C \I  @  I  H  0޽h ? ̙33B0 `(  X  C       S \k  @    H  0޽h ? ̙33C0  (   X   C        S u  @    H   0޽h ? ̙33jO0 *"D(  DX DC    " DS z @   This slide can be used to begin a discussion of the benefits and risks of  going global. Students should be asked how risk is affected when there is a localized economic downturn such as that in Asia (particularly Japan) in early 1998. Students should also be asked to discuss the role of  paperless design in such a global arrangement.H D 0޽h ? ̙335P0 L(  LX LC     LS  @   sThis slide frames the discussion of management issues in global operations. Subsequent slides expand on the issues in Supply-Chain Management, Location Decisions, and Logistics Management. Students should not only understand these issues, but should also have some concept as to why there are significant differences between global and domestic (or national) operations.H L 0޽h ? ̙33Q0 T(  TX TC     TS  @    H T 0޽h ? ̙33R0 \(  \X \C     \S   @    H \ 0޽h ? ̙33S0 d(  dX dC     dS 8 @    H d 0޽h ? ̙33T0 lT(  lX lC     lS  @   V(One way to get at the differences between these definitions is to have students visit the web sites of a number of companies and gather information about them, then use these companies as examples. The list of companies could be give out in a prior class, or at the beginning of the semester (we suggest that the list be given at the beginning of the semester - and the information gathered used throughout the semester). Ask the students to identify their company and place it in one of the categories. Seek their justification for its placement. (H l 0޽h ? ̙33U0 tj(  tX tC     tS $ @   lXThis slide can be used to further explore the characteristics of multinational companiesH t 0޽h ? ̙33V0 |j(  |X |C     |S  @   lXThis slide can be used to further explore the characteristics of multinational companiesH | 0޽h ? ̙336X0 (  X C     S  @   tThis slide uses a familiar example to demonstrate the degree of globalization in the production of a common product.H  0޽h ? ̙33UY0   (  X C      S L @   This slide can be used to frame a discussion of the benefits of globalization. You should be certain to ask students if they can see any pitfalls.H  0޽h ? ̙33Z0 08(  X C     S  @   :&You can use this slide to frame a discussion as to the role and impact of trade and tariffs. If time permits, you might ask students to, as preparation for this class, use the World-Wide Web to research the differing opinions of U.S. business and labor regarding the GATT and NAFTA agreements.H  0޽h ? ̙33[0 VN@(  X C    N S   @   This may sound like a strange proposition to students - but is it an extreme example of what may occur if trade is complete unregulated? Ask students what other alternatives to (or extensions of) today s practices they can think of.H  0޽h ? ̙33\0 e]P(  X C    ] S Ƅ @   This slide introduces four considerations required for global operations. Ask students which consideration they believe to present the most difficult problems. The following several slides elaborate on the four considerations.H  0޽h ? ̙33^0 tl`(  X C    l S 7D @   In June 1998, a company began marketing caskets (that s right, caskets) directly to the consumer over the Internet. Ask your students to consider how the design of this product might be impacted if the company begins to offer this product globally.H  0޽h ? ̙33P_0 p(  X C     S U @   bThis slide looks at some of the process design benefits of going global. Are there some pitfalls?$c/,H  0޽h ? ̙33`0 (  X C    D S ?D @  D  This slide introduces the use of Critical Success Factors in Global Location Analysis. One might ask students to consider the problem of obtaining the information required for such an analysis. How does information technology contribute? What are its limitations?H  0޽h ? ̙335a0 (  X C    D S xGD @  D sThis slide presents a list of national characteristics one may wish to consider. Ask students to add to this list.H  0޽h ? ̙33d0 (  X C    D S {r @  D This slide introduces the impact of culture and ethics on management of the global enterprise. Students should be asked  How does a manager of a U.S. firm deal with differing cultural expectations? One example would be the use of bribery as an element in contract negotiations. U.S law prohibits the use of bribery. What problems or ethical dilemmas does this create for the manager?H  0޽h ? ̙33e0 (  X C    r S (r @  r  H  0޽h ? ̙33df0 $(  X C    r S 0mr @  r The best approach to this slide may be to present examples to illustrate the points listed. Two examples might be: a lack of infra-structure within many second and third world countries limits the nature or degree of many services; and countries may place special restrictions on the import of particular products (Brazil, at least until recently, required that all computers sold in the country be assembled there).H  0޽h ? ̙33#g0 s(  X C    r S 4!r @  r uaHere, it is important to at least note why one must take a different perspective on these issues.H  0޽h ? ̙33h0  (   X  C    r  S r @  r  H   0޽h ? ̙33Ji0  (  X C    r S r @  r You might either suggest or ask the students to suggest the names of one or more companies which use one or another of these strategies.H  0޽h ? ̙33j0 4(  X C    r S Xr @  r 6"Were any of these names mentioned?H  0޽h ? ̙33k0 @8$(  $X $C    r8 $S 4r @  r This and the subsequent slide simply prompt students to think about some of the unexpected relationships. 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'ˎe; ʘ3$32$ghQ&9WS= 3c $ 33333@3$ g42d2dv 0pp <4dddd` 0L/g4KdKdv 0Tp@ ppuʚ;]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =e  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@  !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz|}~Root EntrydO)ܵtPictures'Current User,SummaryInformation({DPowerPoint Document(W DocumentSummaryInformation8t.80.Microsoft Word Document0VeDocument Word.Document.80.Microsoft Word Document0XeDocument Word.Document.80.Microsoft Word Document0\eDocument Word.Document.80.Microsoft Word Document0]eDocument Word.Document.80.Microsoft Word Document0^eDocument Word.Document.80.Microsoft Word Document0LeDocument Word.Document.80.Microsoft Word Document0_eDocument Word.Document.80.Microsoft Word DocumentF/ 0|DArial Narrowe,hOe|dv 0|( 0h"DSymbolarrowe,hOe|dv 0|( 0h DTimes New RomanhOe|dv 0|( 0h0DWingdingsRomanhOe|dv 0|( 0h@DArialngsRomanhOe|dv 0|( 0h" ` .  @n?" dd@  @@``   x <N \    GP mZ Z ^< 4+,~4 7 7++~ 47[]<^[}+Tt) <*; :69y.y${#{1}0~(8=?+CD8E1q<6]4 5%s(5+[` H+7916!8;<S'9:4~(4`I $V6!-Z :JW L MNOQPLQkF2?bmn2?7\Ar uEtF G^2$S;!/WM.2$"b? 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'ˎe; ʘ$2$ghQ&9WS= c $ 33333@3$ g42d2dv 0ppp <4dddd` 0,TPeg4KdKdv 0pTp@ ppuʚ;]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =e  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities n ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsZ9@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important ~6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United States5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYYTOM s Contribution to Strategy  Figure 2.4"+P 3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5pStrategy and Issues During a Product s Life  Figure 2.59P9''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive Advantage@4Vanguard s Activity System# How It Works J(Four International Operations StrategiesKMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdX  0V(  x  c $κ`     S  <$D 0  H  0}a ? 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Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United States5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 cou      !"#$%&')*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~ntries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5VStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive Advantage@4Vanguard s Activity System# How It Works J(Four International Operations StrategiesKMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdX"    b(   x   c $|1`  1    s *H1f @<$ 0 1 H   0}a ? f̙33" : b(  x  c $ȧ`     s *f ` <$ 0  H  0}a ? f̙33     -/|  (  |x | c $Y)`  )   | 6 [) 3  EResponse (Faster) 8   /| f2 | 6@x f2 | 6 g f2 | 6Pk. ` | 0   | 6$`)  dQuality Product Process Location Layout Human Resource Supply Chain Inventory Scheduling Maintenancee02e  |  B} C DEF&  }  @``   | Bd)O  RHP s ability to follow the printer market** &  | 6h)(mH  LDifferentiation (Better)   | 6\l) 6  MCost leadership (Cheaper)  | BPp)4c  V$Southwest Airlines No-frills service%%  | Bs)zi ~ TSony s constant innovation of new products++  | Br) M ^ \Pizza Hut s five-minute guarantee at lunchtime//  | Bv)".  dFederal Express s  absolutely, positively on time 33   | BX~)  ^Motorola s automotive products ignition systems00  | BԀ)>   T"Motorola s pagers   | BP) = v  ^IBM s after-sale service on mainframe computers00  | B)f q m  \Fidelity Security s broad line of mutual funds//  | B) Z  I FLEXIBILITY"   | B) +  8Design  | BX) S/  8Volume  | B) D  FLOW COST"   | B) ?B FDELIVERY"   | BD)L  ^ 7Speed  | B)X , K Dependability"   | B@) h   EQUALITY"  | B`)   = Conformance   | Bp) ? 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'ˎe; ʘ3$32$ghQ&9WS= 3c $ 33333@3$ g42d2dv 0p<pp <4dddd` 0,/g4KdKdv 0pTp@ ppuʚ;]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =e  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United States5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Root EntrydO)DswPictures'Current User2SummaryInformation({DStrategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5VStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive Advantage@4Vanguard s Activity System# How It Works J(Four International Operations StrategiesKMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXPr [1e8 ?(@      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz|}~>+.;d/#t\5uyv'~cë=K6?c.W v^w:_GrkOq?͏K]Wm{l~:\:;mt@c1paql+;d/#t\5uyv'~cë=K6?c.W v^w:_GrkOq?͏K]Wm{l~:\:;mt@c1paql+;d/#t\5uyv'~cë=K6?c.W v^w:_GrkOq?͏K]Wm{l~:\:;mt@c1paql+;d/#t\5uyv'~cëY9wk˱*4,]+ 뮝<3˛_Ƌw|!0׾{[/#rkql+;d/#t\5uyv'~cë=K6?c.W v^w:_GrkOq?͏K]Wm{l~:\:;mt@c1paql+;d/#t\5uyv'~cë=K6?c.W v^w:_GrkOq?͏K]Wm{l~:\:;mt@c1paql+;d/#t\5uyv'~cë=K6?c.W v^wUøY;UCϫi q/eMu|%No7 }Vu8`0 K01m z5tyE+6ǮNT^+>#LbI\y~;.ed$s&f#c13ùۥHn;j(6N)PνsXi5MYS2)E5cI"Bb[x#F䚊&KN}"1F6&p?'=ue$؇ I@ђ3]zuXf pٖZTY˂dÓE)5hT%OV}oXŶw/jZk a9 $[C,aV="'ÙFi/8YѯBV!T:>aDZC==M5<&Ѯj%ytV4S<~Dy@&R!~SLMĉ{Nu"b&b&^1y QTZO@WUp*MSL[:8L?6+h+8|}`0 w<~os<~ܿ'9؏0  )S1 #j. 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'ˎe; ʘR$c~uVB2$ghQ&9WS= R$Wss_BdiT8 uN<R$5-B|@c $ 33333@3$ g42d2dv 0ppp <4dddd` 0,0 g4KdKdv 0pTp@ ppuʚ;]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =-g  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United States5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5VStrategy and Issues During a Product s Life,P,fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXiYP$  `$X$56#(  x  c $@5 `    @ z  J  ` ,$D0Z  s *NFDf  6jJND`  0jJF2  # BjCDE$FlfjJII6G>@kN/t%7miP$GgfDM4 'R   * r  M  )K < U y5 88N3Pmqy.>ITUZ_fhjhqhhgg34@                        N f  6oD   </* _ B Introduction     <3* ' _ <Growth    <h7*   [ >Maturity     <@;*  V =Decline    01*  " $Standardization Less rapid product changes - more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting^ 200P2 2 0P2 2%0P2 5  0I* (  Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning good margin Reduce capacity 2 H  0M*  # Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focused Enhance distribution 0P2 E  0\R* p   Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality0Z2 fB  6DjJ DfB  6DjJ GfB  6DjJ JfB  6DjJfB  6DjJ  `fB  6DjJ`fB  6DjJ   0X* pAp EBest period to increase market share R&D product engineering critical,%0F2!0P2F   0D^* 7P  ;Practical to change price or quality image Strengthen niche*+0P2 2<   0a* YF OCost control critical0P2   0d*  K> ePoor time to change image, price, or quality Competitive costs become critical Defend market position,O0F20P2f   6j* X 5  JOM Strategy/Issues 2   6lm* 5 OCompany Strategy/Issues 2 `  0 /h `  0D`   07` ! 0( . ` " 0f  ` # 0 }n ` $ 0{d` % 0C| & <pr* g  :HDTV  ' 0u*  | >CD-ROM 2  ( <(y*   C Color copiers  ) 0}* )<  NDrive-thru restaurants 2  * 0*  0q D Fax machines 2   + 0* ) s HStation wagons0F2 fB , 6DjJ   - 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I4(p7.- 2$ L / ӽ^G) e- 2$@c ;5y( p- 2$!MD(%NGz- 2$ծPXy? $- 2$2؇,Vq - 2$ϭ}BOH@- 2$i! 'ˎe; ʘ- R$c~uVB- 2$ghQ&9WS= - R$Wss_BdiT8 uN<- R$5-B|@- "$}T]aվ]- c $ 33333@3$ g42d2dv 0ppp <4dddd` 0,~+ g4KdKdv 0pTp@ ppuʚ;G]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =g  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United Stateskr6Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %7P , 5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5VStrategy and Issues During a Product s Life,P,fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXiYP  XPT(  Tr T S 4`@    r T 6A u?` u T <PV  P<*PPP  Purchasing Power ParityH T 0}a ? ff333 G .(  x  c $R   v2  N f>?0xP H  0}a ? f̙33 *xZ}lG>ώ/ رˍ]h;4nB R9sݸBJ?AV * 4"BUB+*ffvþ;Pinfμ7o{+|SVZC&M( er }=J\rj6]W z QV W"UAj9ȵu^ul7NH(H+6̓Ÿd~Amyagׄzt}vhI2)HSlC 1@,Z|_1}q:k^e/U뱅>ݿ>IBX!*t)dLTt>YWaS)3l?{߶xl,oHϚO9=[ h>%x+Ad*ϗU6*̂7*/A(Zzw PyOA+K þCjrVeB 24hk놩nZOԴi%K:ݾŽؽ,l݄=w+;{7ji.4j5j5e⦛FWݢMnO2)G7-ɡyDvwgX|0nY='5{*"L.Ftf&٦3}yzkzUi"'aOdِd٘%,CQx.^Fd)ٽbF|e%SN-P:<b_k&UmA2,O8{%~ $[oը88$ -M㲓'ۦ}C9@l Fp>qMR_u|DJ݌Ai;Svʸ ҙлAWM]9k#yR;Nڮ5|*5\Zrf;Pn2((q(O(Qy3Q?Ao?8*gvB΂ '`5 l0pL@"E g5{h4@ g50G#Gb#ÏFFb`ptllsN3(k('S4?WY 4ʆ֦ÃCi3skVʝ+&80o-y%Ff^ɳNƼm JNNjwב,J!W:5Q#ư@2ю1<5i$v 9 ?Y=U'aӵ 1SbNLU 9` ?e0o TAk6c_By &t!%XfNC#ڝ ЭecvPE&,FU_%'TNjS(NڭL#{ 9|% 79:d(`9G% }5uU3ZPS|JQiMk ExB sx$@&ssG?z7z$U%% 7=;8-2xq TjmgNҌ<4353W"ye[}mJPqYZ*ȟ P~ 3}a5qP #^`/þ6u6%E& ]ÔU ѿ8@oqz[Ϗp;q頎kn tBmCD#7[X_h2$S;!/WM.- 2$"b? I4(p7.- 2$ L / ӽ^G) e- 2$@c ;5y( p- 2$!MD(%NGz- 2$ծPXy? $- 2$2؇,Vq - 2$ϭ}BOH@- 2$i! 'ˎe; ʘ- R$c~uVB- 2$ghQ&9WS= - R$Wss_BdiT8 uN<- R$5-B|@- "$}T]aվ]- c $ 33333@3$ g42d2dv 0ppp <4dddd` 0,~+ g4KdKdv 0pTp@ ppuʚ;G]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =g  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United Stateskr6Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %7 , 5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies2      !"#$%&')*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~8Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5VStrategy and Issues During a Product s Life,P,fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXiYP  XPT(  Tr T S 4@`    r T 6A u?p u T <PV  P<*PPP  Purchasing Power ParityH T 0}a ? ff333 *xZ}lG{>ώ/ رˉ]h;4nB R9sݸpv!r%D-T BJT!'U!UR* \Q73{{)zNs3vy3o^u z2i:]EAM,Mdt:sJFnk؈׼BB!W# CES&@͕vS CDz]i,6ːKV_C'_&I)hb%«O=Xg t~HO!\:*K~XO,VinηO**QK!c0(Cl p<6CLC-F6 DiwһХ Jk:G!{6ܳM㟖Z`^Sǿv Em//r?E*V'ޏD/9~dNRs{|x,Xbd`llVz|1uzU'wmCxG D|IWek-z2F|_X/n*);h|moXwKZ={{մ}Z nzFK0 7-[lYGߊ8VDa,؁`KF~>VXVYt;15H֗Z`дICvZz;e覕 056<94nǨ 3 ut9QepG7JӇ.7gjlU9gI3e}2(ˆd@JYK2HeIƫL9sp,(z(krfɔtgؤ-貰_F gT 5*1N3I&C瀦qI)ԓmκQ;]fo!V˸R,)CŌ/fG>&~YnF 4햝2Ct.V}USWvU2fH]Re J793蝲)78Ls gj]Ԩ<㨟78.gvR΂I'`5 ,4L@$uV$> G g5ےчGn]awd1c:yjsH']$rs&~jm{Qw̵O2dj1b>.Š(?N=^ɨ` ?je0oTAl6_Ay&tEX6vC#j[ڝ Эe#PE &,VU_&UNjS(NL#k |%6gPNd2k03cҒ<Ժ䪙F-yS)>E%k ɘF2"YqTay@%; K9e F/K ^$8ҝzN3oV39os E/@N ljnZ$tqp{GC!'h @&)8HA)ZIOeoA9'#7B2Rikv#3YԶ򽳼fa ۋ/<NsKz};!}ޏNkch`l+CUL2b+w=[]V;j8Tc+hƹxIDs=3/ZnYrk Lr gly(@ e   ~eDocument Word.Document.80.Microsoft Word Document0gDocument Word.Document.80.Microsoft Word Document0hDocument Word.Document.80.Microsoft Word Document0lDocument Word.Document.80.Microsoft Word Document0nDocument Word.Document.80.Microsoft Word Document0oDocument Word.Document.80.Microsoft Word Document0pDocument Word.Document.80.Microsoft Word Document0qDocument Word.Document.80.Microsoft Word Document0ul Chart Excel.Chart.80*Microsoft Excel ChartF/ 0|DArial Narrow,[|dv 0|( 0h"DSymbolarrow,[|dv 0|( 0h DTimes New Roman[|dv 0|( 0h0DWingdingsRoman[|dv 0|( 0h@DArialngsRoman[|dv 0|( 0h" ` .  @n?" dd@  @@``    \Vb     GP m^ ^^<7./v}788. .v 78 b_,u.W#m =->4;76<81(s's4u;0v,}A{@BG.%HFGH4j77 S%l,Z+ >K .8<!49WW>=V'< 7wxv|x~ ,7xL ( 1Y9b0:g MjLRQSLT`I 5!B"n#f#g$5%B7\D&k(n't*H+mIJ* 7`\h2$S;!/WM.2$"b? 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'ˎe; ʘR$c~uVB2$ghQ&9WS= R$Wss_BdiT8 uN<R$5-B|@"$}T]aվ]c $ 33333@3$ g42d2dv 0pxpp <4dddd` 0,\g4KdKdv 0pTp@ ppuʚ;G]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =3g  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United Stateskr6Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %7 , 5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fDj(Four International Operations StrategiesEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*5Goods & Services and the 10 OM Decisions - Table 2.1 *6P+ 33&Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 +Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 ,Goods & Services and the 10 OM Decisions  Table 2.1 - Continued*AP+ 33 Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUbVcWdXiYP 4 U(  R2  s * \\ @r  S L``   I8 6g  g6   6 Ԕ  [)Standardized fleet of Boeing 737 aircraft**0  0<6g  Pilot training on only one type of aircraft Reduced maintenance inventory required because of only one type of aircraft Excellent supplier relations with Boeing has aided financingH  0}a ? ff333rj ltڈ(@ e   Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0Document Word.Document.80.Microsoft Word Document0ul  Chart Excel.Chart.80*Microsoft Excel ChartF/ 0|DArial Narrow,|dv 0|( 0h"DSymbolarrow,|dv 0|( 0h DTimes New Roman|dv 0|( 0h0DWingdingsRoman|dv 0|( 0h@DArialngsRoman|dv 0|( 0h" ` .  @n?" dd@  @@``    \Vd     GP m] ]^<7,-v}766,,v76b(u,U"m ;+<.9/6:0/&s%s2u50v*a;e> @A,$EDEF2j7L M%l*Y+ 8I,6: 25PQ<;T': X_b d|x~aebc *a7x L  &+X5\. :g KjLPQQLR`G3@nfg3@7\Bk n!t"F#m$G H& 7ZWh2$S;!/WM.2$"b? 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'ˎe; ʘR$c~uVB2$ghQ&9WS= R$Wss_BdiT8 uN<R$5-B|@"$}T]aվ]c $ 33333@3$ g42d2dv 0pxpp <4dddd` 0,0g4KdKdv 0pTp@ ppuʚ; ]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =.f  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United Stateskr6Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %7 , 5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*(Goods & Services and the 10 OM Decisions)P)&hGoods & Services and the 10 OM Decisions  Continued5P5+hGoods & Services and the 10 OM Decisions  Continued5P5,hGoods & Services and the 10 OM Decisions  Continued5P5Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUcWdXiYP & |tpL (  L` L c $A ?? @ l L C @e`   H L 0}a ? ff333 ' |t, ( >   ,` , c $A ?? l , C 3`   H , 0}a ? ff333 ( |tP (  P` P c $A ??Dtx l P C `7`   H P 0}a ? ff333 ) zT(  Tr T S :`   ` T c $A ??P  H T 0}a ? ff333  pP((  Px P c $p`  p p P C HA 0F:\chap02\fig_02_08.jpg0@H P 0}a ? ff333r(<4 03 6 8 jt:  d< lڈ(@ e   Document Word.Document.80.Microsoft Word Document0DocumentdingsArialBlank PresentationMicrosoft Word DocumentMicrosoft Excel ChartPowerPoint PresentationOutlineOutline - ContinuedOutline - ContinuedLearning Objectives Learning Objectives - ContinuedExamples of Global StrategiesBoeing Suppliers (777) The Role of(Management Issues in Global OperationsSupply-Chain ManagementLocation DecisionsMaterials ManagementDefining Global Operations Some Multinational Corporations Some Multinational Corporations-Pontiac - the LeMans Included the Following Reasons to Globalize OperationsTrade and Tariff7Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %PowerPoint Presentation2Achieving Global Operations -Four Considerations-Global Product Design&Global Process Design and Technology#Global Facility Location AnalysisYou May Wish To Consider$Global Impact of Culture and EthicsRanking CorruptionTo Establish Global Services#Managing Global Service OperationsSome DefinitionsSome Global StrategiesMatch Product & ParentMatch Product & Country#Developing Missions and StrategiesMissionMission of FedExSample Mission - MerckMission of the Hard Rock CafFactors Affecting MissionMission/Strategy StrategyStrategy Process%Strategies for Competitive AdvantageCompeting on DifferentiationCompeting on CostCompeting on Response$Competing, Regardless of the Basis,OMs Contribution to Strategy10 Strategic OM Decisions)Goods & Services and the 10 OM Decisions5Goods & Services and the 10 OM Decisions Continued5Goods & Services and the 10 OM Decisions Continued5Goods & Services and the 10 OM Decisions ContinuedProcess Design-Operations Strategies for Two Drug Companies9Operations Strategies for Two Drug Companies - Continued9Operations Strategies for Two Drug Companies - Continued9Operations Strategies for Two Drug Companies - Continued"Characteristics of High ROI Firms=Strategic Options Managers Use to Gain Competitive Advantage=Strategic Options Managers Use to Gain Competitive Advantage(Preconditions - To Implement a StrategyImpetus for Strategy Change!Stages in the Product Life Cycle&Strategy & Issues During Product Life&Strategy & Issues During Product Life&Strategy & Issues During Product Life&Strategy & Issues During Product Life,Strategy and Issues During a Products Life(Strategy Development and ImplementationSWOT Analysis Process&SWOT Analysis to Strategy Formulation&Identifying Critical Success FactorsEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive AdvantageEActivity Mapping: Southwest Airlines Low Cost Competitive Advantage3Southwest Airlines Low Cost Competitive AdvantageVanguards Activity System How It Works)Four International Operations StrategiesMultidomestic StrategyGlobal StrategyTransnational StrategiesInternational Strategy  Fonts UsedDesign TemplateEmbedded OLE Servers Slide TitlesZZWh2$S;!/WM.2$"b? I4(p7.2$ L / ӽ^G) e2$@c ;5y( p2$!MD(%NGz2$ծPXy? $2$2؇,Vq 2$ϭ}BOH@2$i! 'ˎe; ʘR$c~uVB2$ghQ&9WS= R$Wss_BdiT8 uN<R$5-B|@"$}T]aվ]c $ 33333@3$ g42d2dv 0pxpp <4dddd` 0,0g4KdKdv 0pTp@ ppuʚ; ]_5ʚ;<4!d!d{ 0<4dddd{ 02*___PPT9 / 0e;>Ge? -O =.f  OutlineGLOBAL COMPANY PROFILE: BOEING DEVELOPING MISSIONS AND STRATEGIES Mission Strategy ACHIEVING COMPETITIVE ADVANTAGE THROUGH OPERATIONS Competing on Differentiation Competing on Cost Competing on Response TEN STRATEGIC OM DECISIONS BZZ3ZEZZB3E$Outline - ContinuedISSUES IN OPERATIONS STRATEGY Research Preconditions Dynamics STRATEGY DEVELOPMENT AND IMPLEMENTATION Identify Critical Success Factors A Global view of Operations Cultural and Ethical Issues Build and Staff the Organization Integrate OM with Other Activities j ( (BOutline - ContinuedwGLOBAL OPERATIONS STRATEGY OPTIONS International Strategy Multidomestic Strategy Global Strategy Transnational Strategy*#U#U:0Learning ObjectivesWhen you complete this chapter, you should be able to : Identify or Define: Mission Strategy Ten Decisions of OM Multinational CorporationsPM@P5 f@CLearning Objectives - ContinuedDescribe or Explain: Specific approaches used by OM to achieve strategies Differentiation Low Cost Response Four Global Operations Strategies Why Global Issues are Important 6P"PBf6"B  DExamples of Global StrategiesBoeing  both sales and production are worldwide. Benetton  moves inventory to stores around the world faster than its competitor by building flexibility into design, production, and distribution Sony  purchases components from suppliers in Thailand, Malaysia, and around the world GM is building four similar plants in Argentina, Poland, China, and Thailandii2 .)OBoeing Suppliers (777)F The Role ofkMaquiladoras World Trade Organization (WTC) North American Free Trade Agreement (NAFTA) European Union (EU) _*P'Management Issues in Global Operations(P(AGlobal Strategic Context Differentiation Cost leadership Response<Z)Z(+QSupply-Chain Management>Sourcing Vertical integration Make-or-buy decisions Partnering,RLocation DecisionsdCountry-related issues Product-related issues Government policy/political risk Organizational issues-SMaterials ManagementUFlow of materials Transportation options and speed Inventory levels Packaging Storage.TDefining Global OperationsInternational business - engages in cross-border transactions Multinational Corporation - has extensive involvement in international business, owning or controlling facilities in more than one country Global company - integrates operations from different countries, and views world as a single marketplace Transnational company - seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness>ZZ(iZ}Zf)f fcf\fh/USome Multinational Corporations0VSome Multinational Corporations2X,Pontiac - the LeMans Included the FollowingAbout $6,000 heads to South Korea for auto s assembly $3,500 goes to Japan for engines, axles, and electronics $1,500 goes to Germany for design $800 goes to Taiwan, Singapore, and Japan for smaller parts $500 heads to England for marketing $100 goes to Ireland for information technology the rest @ $7,600, goes to GM and its US bankers, insurance agents, and attorneys.*t*I3YReasons to Globalize OperationsReduce costs (labor, taxes, tariffs, etc.) Improve the supply chain Provide better goods and services Attract new markets Learn to improve operations Attract and retain global talent4ZTrade and Tariff9Maquiladoras - Mexican factories located along the U.S.-Mexico border that receive preferential tariff treatment GATT - an international treaty that helps promote world trade by lowering barriers to the free flow of goods across borders NAFTA - a free trade agreement between Canada, Mexico, and the United Stateskr6Trade Pays GDP (PPP*) per Person 1990 Growth Rates, %7 , 5[  Free trade may take us into the era of the floating factory - a six person crew will take a factory from port to port in order to obtain the best market, material, labor and tax advantages 6\1Achieving Global Operations -Four Considerations-2P2xGlobal product design Global process design and technology Global factory location analysis Impact of Culture and Ethics8^Global Product DesignP6Remember social and cultural differences packaging and marketing can help make product seem  domestic but -  liter versus  quart  sweetness and  taste :)D/)D/9_%Global Process Design and Technology&P&Information technology enables management of integrated, globally dispersed operation Texas Instruments: 50 plants in 19 countries Hewlett-Packard - product development teams in U.S., Japan, Great Britain, and Germany Reduces time-to-market$:`"Global Facility Location Analysis#P#Select CSFs based on parent organization; s strategic or operations objectives Obtain country-specific information on the CSFs Evaluate each country s CSFs using a 1 (bad) to 5 (good) rating scale Sum the ratings ;aYou May Wish To Considernational literacy rate rate of innovation rate of technology change number of skilled workers stability of government product liability laws export restrictions similarity in language >d#Global Impact of Culture and Ethics$P$Cultures differ! Some accept/expect: variations in punctuality long lunch hours expectation of thievery bribery little protection of intellectual property &&x&x?eRanking CorruptionT1. Finland 9.7 Denmark & New Zealand (Tie) 9.5 & Canada 9.0 & 10. United Kingdom 8.7 & United States 7.7 & 18. Germany & Israel (Tie) 7.3 & Japan 7.1 & Italy 5.2 & China 3.5 & Egypt 3.4 & India & Russia (Tie) 2.7 & Nigeria 1.6 Bangladesh 1.2|#%P#<%<K<%6<I<O<P<L<?< =< K<AP##a  QRN  A$$?((,,b<L@fTo Establish Global ServicesDetermine if sufficient people or facilities exist to support the service Identify foreign markets that are open - not controlled by governments Determine what services are of most interest to foreign customers Determine how to reach global customersAg"Managing Global Service OperationspMust take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling%LqBhSome DefinitionsInternational business A firm that engages in cross-border transactions. Multinational Corporation (MNC) A firm that has extensive involvement in international business, owning or controlling facilities in more than one countryL2 {2 {CiSome Global StrategiesInternational Strategy: uses exports and licenses to penetrate the global area Multidomestic Strategy: uses decentralized authority with substantial autonomy at each business Global Strategy: Uses a high degree of centralization, with headquarters coordinating to seek standardization and learning between plants Transnational Strategy: Exploits economies of scale and learning, as well as pressure for responsiveness, by recognizing that core competencies reside everywhere in the organizationlZf9fJf{fEkMatch Product & ParentArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZFlMatch Product & CountryArrow shirts Braun Household Appliances Burger King Firestone Tires Godiva Chocolate Haagen_Dazs Ice Cream Jaguar Autos MGM Movies Lamborghini Autos Goodrich Tires Alpo Petfoods ZG"Developing Missions and Strategies Mission HMission of FedExFedEx is committed to our People-Service-Profit philosophy. We will produce outstanding financial returns by providing total reliable, competitively superior, global air-ground transportation of high priority goods and documents that require rapid, time-certain delivery. Equally important, positive control of each package will be maintained using real time electronic tracking and tracing systems. A complete record of each shipment and delivery will be presented with our request for payment. We will be helpful, courteous, and professional to each other and the public. We will strive to have a completely satisfied customer at the end of each transaction.ZSample Mission - MerckThe mission of Merck is to provide society with superior products and services - innovations and solutions that improve the quality of life and satisfy customer needs - to provide employees with meaningful work and advancement opportunities and investors with a superior rate of returnIMission of the Hard Rock CafXTo spread the spirit of Rock  n Roll by delivering an exceptional entertainment and dining experience. We are committed to being an important, contributing member of our community and offering the Hard Rock family a fun, healthy, and nurturing work environment while ensuring our long-term success.--Factors Affecting Mission Mission/StrategyXMission - where you are going Strategy - how you are going to get there; an action plan:Y f .f Strategy  Strategy Process  $Strategies for Competitive Advantage%$f1Differentiation Cost leadership Quick response $1PP2 Competing on Differentiation*Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer s perception of value Competing on Cost[Provide the maximum value as perceived by customer Does not imply low value or low qualityh3( 3 Competing on ResponsekFlexibility Reliability Timeliness Requires institutionalization within the firm of the ability to respondB#I-ff#Competing, Regardless of the Basis,XRequires the institutionalization within the firm of the ability to change, and to adaptYY:OM s Contribution to Strategy"P3310 Strategic OM DecisionsGoods & service design Quality Process & capacity design Location selection Layout design Human resource and job design Supply-chain management Inventory Scheduling MaintenanceZ*(Goods & Services and the 10 OM Decisions)P)&hGoods & Services and the 10 OM Decisions  Continued5P5+hGoods & Services and the 10 OM Decisions  Continued5P5,hGoods & Services and the 10 OM Decisions  Continued5P5Process Design-,Operations Strategies for Two Drug Companies28Operations Strategies for Two Drug Companies - Continued38Operations Strategies for Two Drug Companies - Continued48Operations Strategies for Two Drug Companies - Continued!Characteristics of High ROI Firms"Z"~High quality product High capacity utilization High operating effectiveness Low investment intensity Low direct cost per unitZ<Strategic Options Managers Use to Gain Competitive Advantage=P=28% - Operations Management 18% - Marketing/distribution 17% - Momentum/name recognition 16% - Quality/service 14% - Good management 4% - Financial resources 3% - Other<Strategic Options Managers Use to Gain Competitive Advantage=P='28% Operations Management Low- cost product Product-line breadth Technical superiority Product characteristics/differentiation Continuing product innovation Low-price/high-value offerings Efficient, flexible operations adaptable to consumers Engineering research development Location Scheduling( F 'Preconditions - To Implement a StrategyFOne must understand: Strengths & weaknesses of competitors and new entrants into the market Current and prospective environmental, legal, and economic issues The notion of product life cycle Resources available with the firm and within the OM function Integration of OM strategy with company strategy and with other functions.(22Impetus for Strategy ChangeWChanges in the organization Stages in the product life cycle Changes in the environment Stages in the Product Life Cycle %Strategy & Issues During Product Life2Company Strategy & Issues OM Strategy & Issues.3%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues25%Strategy & Issues During Product Life6Company Strategy & Issues OM Strategy & Issues*7%Strategy & Issues During Product Life4Company Strategy & Issues OM Strategy & Issues(5fmVStrategy and Issues During a Product s Life,P,''Strategy Development and ImplementationBIdentify critical success factors Build and staff the organizationSWOT Analysis ProcessEnvironmental AnalysisZ %SWOT Analysis to Strategy Formulation&P& !%Identifying Critical Success Factors&P&5Activity Mapping: Southwest Airline s Low Cost Competitive Advantage7Activity Mapping: Southwest Airline s Low Cost Competitive Advantage8Activity Mapping: Southwest Airline s Low Cost Competitive Advantage>Activity Mapping: Southwest Airline s Low Cost Competitive Advantage?Activity Mapping: Southwest Airline s Low Cost Competitive Advantage9Activity Mapping: Southwest Airline s Low Cost Competitive Advantage:Activity Mapping: Southwest Airline s Low Cost Competitive Advantage;Activity Mapping: Southwest Airline s Low Cost Competitive AdvantagejqdSouthwest Airline s Low Cost Competitive Advantage3P3@4Vanguard s Activity System# How It Works gp(Four International Operations Strategies)P)KMultidomestic Strategy UOperating decisions are decentralized to each country to enhance local responsivenessVVLGlobal StrategytOperating decisions are centralized and headquarters coordinates the standardization and learning between facilitiesuuMTransnational Strategies\Combines the benefits of global-scale efficiencies with the benefits of local responsiveness]]NInternational Strategy8Global markets are penetrated using exports and licenses99/      !#$&'()*+,-/0123 4 5 6 7 89:G;H<I=J>K?L@MANBPDQERFSGTHVJWKXLYM\P]Q^R_S`TaUcWdXiYPr< i < l1      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}1      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz|}~      !"#$%&'()*+,-./012345678;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~  !"#$%&'()*+,-./0123456789:;<=>?@A_ USERUSERonkearson Education ՜.+,0    8CustomBryant College gZN b Arial NarrowSymbolTimes New Roman Wing