印度IT行業(yè)分析(英文版)(ppt 43頁(yè)).ppt

InternationalIssues 1 問(wèn)題 印度的IT產(chǎn)業(yè)發(fā)達(dá) 人工便宜 泰國(guó)自排機(jī)車(chē)無(wú)人問(wèn)津 東南亞設(shè)廠便宜 然而人工素質(zhì)較低 大和燒肉捲 板烤米香堡 產(chǎn)品差異化與製程設(shè)計(jì)問(wèn)題 Wal Mart的搬運(yùn)設(shè)備與巴西的標(biāo)準(zhǔn)棧板不相容 跨國(guó)的關(guān)稅 滙率 貿(mào)易保護(hù) 基礎(chǔ)建設(shè) 文化 InternationalIssues 2 IncreasingGlobalization 1 5ofoutputofUSfirmsproducedabroadUSCompanieshold 500Billioninforeignassetstocks 7 annualgrowth 1 4ofUSimportsbetweenforeignaffiliatesandUSparentcompaniesOverhalfofUScompaniesincreasedthenumberofcountriesinwhichtheyoperate late80 stoearly90 s InternationalIssues 3 TaxonomyofInternationalSupplyChains Internationaldistribution製造在本國(guó) 配銷(xiāo)與相關(guān)行銷(xiāo)活動(dòng)在海外 Internationalsuppliers原料及零件的供應(yīng)來(lái)自國(guó)外供應(yīng)商 最後的裝配在本國(guó)進(jìn)行 Offshoremanufacturing產(chǎn)品在同一地區(qū)搜源與製造 最後運(yùn)回國(guó)內(nèi)的倉(cāng)庫(kù)銷(xiāo)售及配銷(xiāo) Fullyintegratedglobalsupplychain InternationalIssues 4 ForcesDrivingGlobalization Dornieretc GlobalMarketForcesTechnologicalForcesGlobalCostForcesPoliticalandEconomicForces InternationalIssues 5 Peoplehave allbecomeglobalcitizens andsomustthecompaniesthatwanttosellusthings KenichiOhmae InternationalIssues 6 GlobalMarketForces Foreigncompetitioninlocalmarkets為了成功防衛(wèi)本國(guó)市場(chǎng) 公司會(huì)發(fā)現(xiàn)必須要進(jìn)入國(guó)外市場(chǎng) Acer為歐洲NB第一品牌 GrowthinforeigndemandGlobalpresenceasadefensivetoolNestle sandKellogg sPresenceinstate of the artmarketsJapan consumerelectronicsGermany machinetoolsUS software InternationalIssues 7 TechnologicalForces DiffusionofknowledgeManyhightechcomponentsdevelopedoverseasNeedcloserelationshipswithforeignsuppliersTechnologysharing collaborationsAccesstotechnology marketsGloballocationofR DfacilitiesClosetoproduction ascyclesgetshorter Closetoexpertise Indianprogrammers InternationalIssues 8 GlobalCostForces LowlaborcostDiminishingimportance Costsunderestimated benefitsoverestimated OthercostprioritiesIntegratedsupplierinfrastructure assuppliersbecomemoreinvolvedindesign SkilledlaborCapitalintensivefacilitiestaxbreaksjointventurespricebreakscostsharing InternationalIssues 9 PoliticalandEconomicForces1 ExchangeratefluctuationsandoperatingflexibilityRegionaltradeagreements Europe NorthAmerica PacificRim ValueofbeinginacountryinoneoftheseregionsImplicationsforsupplynetworkdesignReevaluationofforeignfacilities Productionprocessesdesignedtoavoidtariffs InternationalIssues 10 PoliticalandEconomicForces2 TradeprotectionmechanismsTariffs全球最超值的汽車(chē) MiniCooper 在臺(tái)灣只能算有點(diǎn)超值 QuotasVoluntaryexportrestrictionsJapaneseautomakersinUSLocalcontentrequirementsTI IntelfactoriesinEuropeJapaneseautomakersintheEUGovernmentprocurementpoliciesUpto50 advantageforAmericancompaniesonUSDefensecontracts InternationalIssues 11 Risksofinternationalsupplychains ExchangeRatesOperatingExposureForeigncompaniescanenterdomesticmarkets InternationalIssues 12 ExchangeRates 匯率的波動(dòng)會(huì)改變產(chǎn)品在某一特定國(guó)家中生產(chǎn)的相對(duì)價(jià)值 OperatingExposureResultoftranslatingforeignfinancialstatementsintothecurrencyoftheparentcompanyFinancialinstrumentsusedtohedgethese InternationalIssues 13 OperatingExposure Changesafirm scompetitivepositionandfuturecashflowsIntheshortrun changesincurrencyratesdon tnecessarilyreflectchangesininflationratesRegionaloperationsbecomerelativelymoreorlessexpensive InternationalIssues 14 案例 歐洲進(jìn)口之商品年年調(diào)漲 vs 美國(guó)進(jìn)口商品 價(jià)格差異不大 InternationalIssues 15 EffectFactorsofOperatingExposure Dornieretal CustomerreactionsCompetitorreactionsmarketshareprofitSupplierreactionsGovernmentreaction InternationalIssues 16 問(wèn)題討論 minicooper2000年售價(jià) 92萬(wàn) 2008年售價(jià) 136萬(wàn) 義大利進(jìn)口磨豆機(jī)2000年售價(jià) 20000 2008年售價(jià) 23100NB鍵盤(pán)5月漲價(jià)10 15 InternationalIssues 17 OperationalStrategiesToAddressTheseRisks BruceKogut SpeculativeStrategyBetonasinglescenarioJapaneseautomanufacturinginJapanHedgedStrategyLossesinoneareaoffsetbygainsinanotherVWinUS Brazil Mexico Germany China FlexibleStrategy InternationalIssues 18 FlexibilityStrategies FlexibilitytotakeadvantagesofoperationalexposureRequiresaflexiblesupplychainmultiplesuppliersflexiblefacilitiesexcesscapacityvariousdistributionchannels InternationalIssues 19 ProblemofFlexibilityStrategies Canbeexpensivetoimplement coordinationmechanismscapitalinvestmentslossofeconomiesofscale InternationalIssues 20 ApproachestoImplementFlexibleStrategieseffectively Production sourcingshiftsInformationsharingglobalcoordinationpoliticalleverage InternationalIssues 21 globalcoordination 案例 當(dāng)Michelin計(jì)畫(huà)進(jìn)入北美市場(chǎng)時(shí) Goodyear在歐洲調(diào)降其輪胎售價(jià) 此行動(dòng)迫使Michelin減緩其海外投資計(jì)畫(huà) InternationalIssues 22 Requirementsforglobalstrategyimplementation fivebasicfunctionsoffirms1 產(chǎn)品開(kāi)發(fā)Designproductsthatcanbemodifiedeasilyformajormarkets 例如 可負(fù)載110 240V電壓的電熱爐 採(cǎi)購(gòu)EnsurethatthequalityanddeliveryoptionsfromvarioussuppliersarecompatibleComparethepricingofvarioussuppliersSufficientsuppliersindifferentregionsareathand InternationalIssues 23 Requirementsforglobalstrategyimplementation fivebasicfunctionsoffirms2 生產(chǎn)Excesscapacityandplantsinseveralregions shiftingproductionEffectivecommunicationssystemsCentralizedmanagement centralizedinformation InternationalIssues 24 Requirementsforglobalstrategyimplementation fivebasicfunctionsoffirms3 需求管理Projecteddemandandavailableproduct MarketingandsalesplansInformationisbestsuppliedbyanalystslocatedineachregionCommunication案例 亞洲獨(dú)賣(mài)的龍筆 訂單履行Centralizedsystem InternationalIssues 25 Althoughworldmarketsarebecomingmoreopenallthetime theworldisfarfrombecomingagiantfreetradezone InternationalIssues 26 IssuesInGlobalSCM1 Regionalvs InternationalProducts具區(qū)域特性的產(chǎn)品 有些產(chǎn)品必須針對(duì)某些地區(qū)做一些特殊的設(shè)計(jì)及製造 例如 汽車(chē)的設(shè)計(jì)通常是具區(qū)域特性的 利用共同的零件不同的設(shè)計(jì)來(lái)組裝真正的全球性產(chǎn)品 這些產(chǎn)品是真正全球性的 意即是不須為了全球的銷(xiāo)售而做任何的修正 Carsvs Coca cola InternationalIssues 27 Thetrapofpleasingnoonewellbypleasingeveryonehalfway InternationalIssues 28 IssuesInGlobalSCM2 LocalAutonomyvs CentralControlExchangeratefluctuationsHardertoadministeroffshorefacilitiesCheaplabormaymaskthetreatofreducedproductivity InternationalIssues 29 IssuesInGlobalSCM3 ExpensivetrainingmayberequiredCollaboratorsbecomecompetitorsChinaToshibacopiers HitachimicroprocessorsForeigngovernmentstaxratesgovernmentcontrol InternationalIssues 30 AddedComplexities1 Substantialgeographicdistances moreinventoryAddedforecastingdifficultiesInfrastructuralInadequaciesWorkerskill performanceexpectationsSupplieravailability reliability contractsLackoflocaltechnologiesInadequaciesintransportation communicationsinfrastructure InternationalIssues 31 AddedComplexities2 Culturaldifferencesacceptedpartnerships stylesvalueofpunctuality例如 紅包文化 上酒家談生意 Addedcompetition athome InternationalIssues 32 物流的區(qū)域性差異 當(dāng)制訂關(guān)於全球供應(yīng)鏈中特殊國(guó)外連結(jié)的決策時(shí) 理所當(dāng)然地 去瞭解區(qū)域之間的文化 基礎(chǔ)設(shè)施與經(jīng)濟(jì)差異是很重要的 當(dāng)經(jīng)理人設(shè)計(jì)全球供應(yīng)鏈時(shí) 有一些類(lèi)型的差異必須要注意 第一世界國(guó)家 新興國(guó)家及第三世界國(guó)家 這些國(guó)家之間的主要差異要被標(biāo)明 InternationalIssues 33 文化的差異 文化差異可能是影響全球子公司詮釋管理階層的目標(biāo)及看法的關(guān)鍵 諸如 信仰 價(jià)值觀 習(xí)俗以及語(yǔ)言 這些都在全球商業(yè)之中扮演一個(gè)很重要的角色 並且強(qiáng)烈的影響到協(xié)商及溝通 語(yǔ)言信仰風(fēng)俗習(xí)慣 InternationalIssues 34 基礎(chǔ)設(shè)施1 第一世界國(guó)家製造及物流的基礎(chǔ)設(shè)施是高度開(kāi)發(fā)的 高速公路系統(tǒng) 港口 通訊及資訊系統(tǒng)以及先進(jìn)的製造技術(shù) 允許了先進(jìn)供應(yīng)鏈的發(fā)展 地理環(huán)境也會(huì)影響供應(yīng)鏈的決策 經(jīng)濟(jì)情況也會(huì)影響物流和供應(yīng)鏈構(gòu)成要素的組合 InternationalIssues 35 基礎(chǔ)設(shè)施2 新興國(guó)家供應(yīng)鏈的基礎(chǔ)設(shè)施通常並不充足 基礎(chǔ)設(shè)施發(fā)展的焦點(diǎn)可能放在出口 而非建立一個(gè)對(duì)出口及進(jìn)口都合適的系統(tǒng) 第三世界其基礎(chǔ)設(shè)施一般而言是不足以支持先進(jìn)的物流運(yùn)作 道路通常年久失修 倉(cāng)儲(chǔ)設(shè)備也常常是無(wú)法使用 配銷(xiāo)系統(tǒng)也可能不存在 InternationalIssues 36 績(jī)效期望與評(píng)估1 第一世界國(guó)家存在著區(qū)域性的差異 但營(yíng)運(yùn)標(biāo)準(zhǔn)往往是一致且高的 合約是合法的約束文件 環(huán)境的規(guī)定及限制通常存在 而且企業(yè)必須遵守 然而區(qū)域之間 對(duì)於開(kāi)發(fā)及強(qiáng)化關(guān)係的方法是互相不同的 例如 歐洲美企業(yè)較常使用正式夥伴關(guān)係合約 日本企業(yè)則傾向偏好於非正式夥伴關(guān)係協(xié)議 InternationalIssues 37 績(jī)效期望與評(píng)估2 新興國(guó)家營(yíng)運(yùn)標(biāo)準(zhǔn)通常差異很大 一些公司可能擁有很高的期望並