全球運(yùn)營管理講座newgom6locationandforeignfactories課件

1、GOM6Location SelectionThe Roles of Foreign FactoriesBuilding EffectiveR&D CapabilitiesAbroad全球運(yùn)營管理6位置的選擇海外公司的角色培養(yǎng)有效的海外研發(fā)能力Locating Global ActivitiesThe Extreme Global Value ChainCountryABCDEFGHActivities R&DDesignPurchasingProductionMarketingSellingDistributionServiceIn real world, most companies sh

2、ouldProvide for some duplication of mostActivities.Locating Global ActivitiesRole of National FactorsTraditional country considerationsComparative advantage theoryPoliciesRisksGlobally strategic countriesR&DMajor source of industry innovationPresence of highly skilled and/or low-cost R&D workersHigh

3、ly demanding customersManufacturingFavorable factor conditionsClose location to major marketsFavorable country-of-origin effectManufacturing presence of global competitorsRole of Exchange RatesCaterpillar versus Komatsu Case全球活動定位國家因素的作用 -傳統(tǒng)國家意義上的考慮 -相對優(yōu)勢理論 -政策 -風(fēng)險 -全球戰(zhàn)略的國家 -研發(fā) -產(chǎn)業(yè)革命的主要源泉 -擁有高技術(shù)和/或低

4、成本的研發(fā)工人 -高需求客戶 -生產(chǎn) -有利的因素條件 -靠近主市場的地理位置 -有利的生產(chǎn)國效應(yīng) -全球競爭對手的出現(xiàn)匯率的作用 -卡特皮勒對小松凱思Locating Global ActivitiesBenefitsCost reductionReduce duplication of activitiesExploit economies of scaleExploit economies of scopeExploiting flexibilityImproved QualityConcentration of R&D function allowsA company to devot

5、e great resourcesConcentration of production functionAllows investment in better facilities andEquipment than can be afforded underA multilocal strategyEnhance Customer PreferenceIncreased Competitive LeverageCan greatly reduce the dependence ofEach subsidiarys competitive positionOn local condition

6、DrawbacksLessened Responsiveness to CustomerIncreased Currency RiskDifficulties in Managing Value-chain全球活動定位 優(yōu)勢降低成本減少重復(fù)活動發(fā)展規(guī)模經(jīng)濟(jì)發(fā)展范圍(視界)經(jīng)濟(jì)調(diào)動靈活性提高質(zhì)量重視研發(fā)功能使公司可以投入大量資源改善質(zhì)量重視生產(chǎn)功能使公司可以投資購買更好的設(shè)施和設(shè)備,使之優(yōu)于多地區(qū)戰(zhàn)略下的設(shè)施設(shè)備增強(qiáng)客戶的偏好提高競爭的杠桿作用可以極大地降低每一個子公司在當(dāng)?shù)厥袌錾细偁幠芰Φ囊蕾囆?劣勢對客戶的響應(yīng)能力減弱通貨風(fēng)險增加價值鏈管理上的困難Locating Global Activi

7、tiesLocating Individual ActivitiesGlobal FinancingSony moved its treasury and foreign currency operations to LondonGlobal R&DFrom home-based model to worldwide lead centerAffected by the major globalization driversGlobal Purchasing and SourcingGlobal ProductionScale of economies, steep learning and

8、experience effects, favorable logistics, differences in country costs, favorable trade policies, common customer needsGlobal Distribution and LogisticsBenettons global distribution strategy (Treviso warehouse)Global ServiceCitibank: anytime, anywhere and anyway.全球活動定位個體活動定位 -全球融資 -索尼公司把財務(wù)和外資運(yùn)作轉(zhuǎn)移到倫敦

9、-全球研發(fā) -從以國內(nèi)為基礎(chǔ)的模式到世界先導(dǎo) 中心的模式 -受全球主要驅(qū)動因素的影響 - 全球采購和采購源 -全球生產(chǎn) -規(guī)模經(jīng)濟(jì),快速學(xué)習(xí)和經(jīng)驗效應(yīng)，有利的物流保障，各國成本的差異，有 利的貿(mào)易政策，普遍的客戶需要 -全球配送和物流 -貝納通的全球配送模式(特列維素倉庫) -全球服務(wù) -花旗銀行:任何時間,任何地點(diǎn),任何方式LocationLocation DecisionsCountry-related issuesResource availability and cost: Heckscher-Ohlin theory: countries that enjoy large, low-

10、cost endowment of a factor of production will attract firms needing that factor of production.InfrastructureCountry-of-origin marketing effects: e.g., brand imagesProduct-Related IssuesProducts value-to-weight ratio: low vtw goods such as iron ore, cement, coal, bulk chemicals; high vtw such as micr

11、oprocessors定位定位決策 -與國家有關(guān)的一些問題 -資源可用性和成本： 郝克歇-歐林理論: 享有廣泛、低成本的天賦生產(chǎn)要素的國家會吸引那些需要這種生產(chǎn)要素的公司 -基礎(chǔ)設(shè)施 -生產(chǎn)國營銷效應(yīng)：例如，品牌形象 -與產(chǎn)品有關(guān)的一些問題 -產(chǎn)品的價值-重量比：低價值-重量比的商品有鐵礦石、水 泥、煤和大宗化學(xué)產(chǎn)品等；高價值-重量比的商品如微處理 器 LocationThe required production technologyEfficient-sized facilityThe relative importance of customer feedbackE.g. a gener

12、al rule of thumb in the US apparel industry is that, all else being equal, the more fashionable the item, the more likely it is that its production will occur near or in the US so that the manufacturer can quickly respond to market trendsGovernment PoliciesThe stability of the political process, nat

13、ional trade policies, economic development incentives, and the existence of foreign trade zones定位 -必需的生產(chǎn)工藝 - 效率規(guī)模型設(shè)施 -客戶反饋的相對重要性 -例如，在美國服飾業(yè)通行的一條經(jīng)驗性規(guī)則就是，在其它條件相同的情況下，服飾越時尚，其生產(chǎn)就越有可能在靠近美國的地區(qū)或在美國本土進(jìn)行，這樣制造商可以迅速對市場趨勢做出反應(yīng)。 -政府的政策方針 -政治的穩(wěn)定，國家的貿(mào)易政策，經(jīng)濟(jì)發(fā)展動因，以及對外貿(mào)易區(qū)域的設(shè)置LocationOrganizational IssuesBusiness strat

14、egy: e.g. a firm that adopts a price leadership strategy must seek out low-cost locationsOrganizational structureA global area structure decentralizes authority to area managers: Ford before 1994A global product structureInventory management policiesJIT定位 -組織問題 -經(jīng)營戰(zhàn)略：例如，一個采用價格領(lǐng)先策略的 公司必須選擇低成本的生產(chǎn)場所 -組

15、織結(jié)構(gòu)： -一個全球區(qū)域結(jié)構(gòu)會把權(quán)力分散到各個地區(qū)經(jīng) 理的手中：福特：1994年以前 -全球產(chǎn)品結(jié)構(gòu) -存貨管理政策 -準(zhǔn)時制 The Roles of Foreign FactoriesHighLowSiteCompetenceAccess to low-costproductionAccess to skills andknowledgeProximity to marketStrategic Reason for the SiteSource:Gain access to low-cost production, but has the resources & the expertise

16、to develop & produce a part or a product for companys global market Offshore:Gain access to lowwages or other factorsintegral to low-cost production. Not expected tobe innovative. Managersrely on others to providethe expertise in new processes,products, & technologiesLead:Has the ability &knowledge

17、to innovate & createnew processes,products, & technologies for the companyOutpost:Gain access to theknowledge or skillsthat the company needsContributor:Both serves a local market &assumes responsibility for product customization, processimprovements, productmodifications, orproduct developmentServe

18、r:Supplies specific national orregional marketsThe Roles of Foreign FactoriesPaths to Higher Strategic Roles(sites competence)*Become global hub for product or process knowledge*Supply global markets*Assume responsibility for product development*Make product-improvement recommendations*Assume respon

19、sibility for process development*Assume responsibility for the development of supplies*Make process-improvement recommendations*Assume responsibility for procurement and local logistics*Maintain technical processes*Assume responsibility for productionAccess to low-costproductionAccess to skills andk

20、nowledgeProximity tomarketPrimary Strategic Reason for the SiteLeadOutpostOffshoreSourceContributorServerBuilding R&D Capabilities AbroadTraditional centralized approach no longer sufficeAs more and more sources of potentially relevant knowledge emerge across the globe, companies must establish a pr

21、esence at an increasing number of locations to access new knowledge and to absorb new research results from foreign universities and competitors into their own organizationsCompanies competing around the world must move new products from development to market at an ever more rapid pace, therefore mu

22、st build R&D networks that excel at tapping new centers of knowledge and at commercializing products in foreign markets with the speed required to remain competitive.培養(yǎng)海外研發(fā)能力傳統(tǒng)的集中方法已不能滿足需要具有潛在相關(guān)性的信息來源在全球頻頻出現(xiàn)，公司必須在越來越多的地方建立工廠以便從國外的大學(xué)和競爭者那里獲取新知識、吸收新的研究成果，并使之融入到自己的組織中。在世界范圍參與競爭的公司必須以更快的速度把產(chǎn)品從開發(fā)階段推廣到市場上

23、，因此必須建立研發(fā)網(wǎng)絡(luò)，使之長于開發(fā)新的知識中心，善于以一種可以保持競爭力的速度使產(chǎn)品在國外市場上實現(xiàn)商品化。Building R&D Capabilities Abroad培養(yǎng)海外研發(fā)能力 1995年海外實驗室地點(diǎn)Building R&D Capabilities AbroadAdopting a global approach to R&DCreating a technology steering committeeA small team of senior managers who had both technical expertise and in-depth organizat

24、ional knowledge.Categorizing New R&D SitesHome-base-augmenting siteHome-base-exploiting siteChoosing a Location for the Site;Home-base-augmenting sites should be located in regional clusters of scientific excellence in order to tap new sources of knowledgeHome-base-exploiting sites should be located

25、 close to large markets and manufacturing facilities in order to commercialize new products rapidly in foreign markets.培養(yǎng)海外研發(fā)能力采用整體法進(jìn)行研發(fā)創(chuàng)建工藝籌劃指導(dǎo)委員會既有專門的技術(shù)知識又有豐富的組織經(jīng)驗的高級經(jīng)理人小團(tuán)體對新的研發(fā)場所進(jìn)行分類總部擴(kuò)大型場所總部開發(fā)型場所為場所選擇一個地點(diǎn)總部擴(kuò)大型場所應(yīng)該地處優(yōu)秀科學(xué)成果集中的地區(qū)，從而開發(fā)新的知識源?？偛块_發(fā)型場所應(yīng)該接近大市場和制造設(shè)備所在在地，從而使新產(chǎn)品在國外市場迅速商品化.Building R&D Capab

26、ilities AbroadEstablishing New R&D SitesTypes of R&D SitesPhase 1Location DecisionPhase 2Ramp-UP PeriodPhase 3Maximizing Lab ImpactHome-Base-Augmenting Laboratory SiteObjective of establishment:Absorbing knowledge from the local scientific community, creating new knowledge, and transferring it to th

27、e companys central R&D siteSelect a location for its scientific excellencePromote cooperation between the companys senior scientists and managersChoose as first laboratory leader a renowned local scientist with international experienceone who understands the dynamics of R&D at the new locationEnsure

28、 enough critical massEnsure the laboratorys active participation in the local scientific communityExchange researchers with local university laboratories and with the home-base labHose-Base-Exploiting Laboratory SiteObjectives of establishment:Commercializing knowledge by transferring it from the co

29、mpanys home base to the laboratory site abroad and from there to local manufacturing and marketingSelect a location for its proximity to the companys existing manufacturing and marketing locationsInvolve middle managers from other functional areas in start-up decisionsChoose as first laboratory lead

30、er an experienced product development engineer with a strong company wide reputation, international experience, and knowledge of marketing and manufacturingEmphasize smooth relations with the home base labEncourage employees to seek interaction with other corporate units beyond the manufacturing and

31、 marketing units that originally sponsored the lab培養(yǎng)海外研發(fā)能力建立新的研發(fā)場所研發(fā)場所的類型階段1：位置決策階段2：爬坡階段階段3： 使實驗場所的影響最大化總部擴(kuò)大型實驗場所建立的目標(biāo)從當(dāng)?shù)氐目茖W(xué)團(tuán)體中吸收知識，創(chuàng)造新知識，并把它轉(zhuǎn)移到公司的中央研發(fā)基地選擇一個有優(yōu)秀科學(xué)成果的位置推進(jìn)公司的高級科學(xué)家和經(jīng)理之間的合作選擇一位具有國際經(jīng)驗的當(dāng)?shù)刂茖W(xué)家作為實驗室第一領(lǐng)導(dǎo)他了解新場所研發(fā)工作的發(fā)展動態(tài)確保有足夠的關(guān)鍵續(xù)存量確保實驗室積極參與當(dāng)?shù)乜茖W(xué)團(tuán)體的活動 與當(dāng)?shù)氐拇髮W(xué)實驗室和總部的實驗室互換研究員總部開發(fā)型實驗場所建立的目標(biāo)通過把公司總部

32、的知識轉(zhuǎn)移到海外實驗場所，實現(xiàn)知識的商品化，進(jìn)而轉(zhuǎn)移到當(dāng)?shù)氐纳a(chǎn)和營銷基地選擇一個與公司現(xiàn)有的生產(chǎn)和營銷基地臨近的位置使其它職能領(lǐng)域的中層經(jīng)理參與到啟動階段的決策方面中來選擇一位非常重視公司名譽(yù)、具有國際經(jīng)驗、具有營銷和生產(chǎn)知識的資深產(chǎn)品開發(fā)工程師擔(dān)任實驗室第一領(lǐng)導(dǎo)強(qiáng)調(diào)與總部實驗室的平穩(wěn)關(guān)系鼓勵員工與生產(chǎn)和營銷企業(yè)以外的實驗室早期贊助企業(yè)之間的互動Building R&D Capabilities AbroadHome-base-augmentingXerox loboratory in Grenoble, FranceObjective: to tap new knowledge from

33、the local scientific community and to transfer it back to its home base. (out of four possible sites: Paris, Grenoble, Barcelona and Munich)Eli LillyObjective: to commercialize its R&D more effectively in foreign markets (East Asia in this case)Comparing Singapore with Osaka培養(yǎng)海外研發(fā)能力總部擴(kuò)大型法國格勒諾伯的施樂實驗室

34、目標(biāo)：從當(dāng)?shù)乜茖W(xué)團(tuán)體中獲取新知識并轉(zhuǎn)移到自己的總部（從四個可能的基地：巴黎、格勒諾伯、巴塞羅那、慕尼黑）禮來公司目標(biāo)：在國外市場（這里指東亞）更加有效地促使研發(fā)商品化新加坡與大坂的比較Building R&D Capabilities AbroadGlobal R&D networkMatsushita15 dedicated R&D sitesHigh-level corporate managers in close cooperation with senior R&D managers develop an overall research agenda and assign diff

35、erent parts of it to individual sitesCentral lab organizes two or three yearly off-site meetingsPromote the use of videoconferencing and frequent face-to-face contactConstantly monitor new regional pockets of knowledge as well as the companys expanding network of manufacturing sites to determine whe

36、ther the company will need additional R&D locations.培養(yǎng)海外研發(fā)能力全球研發(fā)網(wǎng)絡(luò)松下15個專門的研發(fā)場所高水準(zhǔn)的公司經(jīng)理與高級研發(fā)經(jīng)理密切合作，制定全面的研究議程并分配給各個基地中央實驗室每年組織召開兩、三次非現(xiàn)場會議促進(jìn)電視會議的召開以及經(jīng)常性的面對面接觸不斷地監(jiān)控新的地區(qū)知識量和公司不斷擴(kuò)大的生產(chǎn)基地，從而決定公司是否還需要建立新的研發(fā)場所Kaisha: Moving to China or Perishing?Chugoku ShokuNew Wasteland due to Competition from China1/20th c

37、ost of labor and market attractionCompetitive Responses:Investing in China:4.6 billion 2001, up 57%3.5 billion first half of 2002, with 1,238 contracts concludedLarge scale move of manufacturing base:Japanese auto OEMSanyo Electric: all air-con in China by 2004NEC: shift 70% of its cell phones to Ch

38、inaToshiba Hangzhou株式會社: 轉(zhuǎn)移到中國還是等待死亡?中國沖擊波來自中國的競爭造成新的荒地1/20的勞動力和市場吸引力成本競爭響應(yīng)在中國投資：2001年46億，上升了57%2002年上半年35億，共簽定1,238個合同生產(chǎn)基地的大規(guī)模遷移日本汽車的原始設(shè)備制造商三洋電子：截止2004年全部空調(diào)生產(chǎn)在中國進(jìn)行NEC：將70%的移動電話生產(chǎn)轉(zhuǎn)移到中國 東芝（杭州）Kaisha: Moving to China or Perishing?Defensive Strategy: Another Mgmt RevolutionSeven New Principles Not to L

39、ose to Chinese CompetitionThe roles of workers and automation lines should be sharedFocusing on shorter life-cycle productsCultivation of technicians with multiple talentsSearch for world-class R&D talentsFrom over quality toward appropriate qualityMultiple added values of functions, delivery and qualityFrom production base toward R&D base株式會社: 轉(zhuǎn)移到中國還是等待死亡? -防御戰(zhàn)略：另一場管理革命 -不輸給中國的七條新原則工人的角色和自動生產(chǎn)線的角色應(yīng)該分擔(dān)注重使用周期較短的產(chǎn)品培養(yǎng)多種才能的技術(shù)人員尋求擁有世界水平的研發(fā)人才從超高質(zhì)量到適當(dāng)?shù)馁|(zhì)量功能、交貨和質(zhì)量的多元增值從以產(chǎn)品為基礎(chǔ)到以研發(fā)為基礎(chǔ)Kaisha: Moving to China or Perishing?Single Pro