Griffin ib7 inppt_17
45
Chapter 17 Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall Chapter 17 - 1 International Operations Management
description
Griffin ib7 inppt_17
Transcript of Griffin ib7 inppt_17
Chapter 17 - 1
Chapter 17
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
International Operations
Management
Chapter 17 - 2
Learning Objectives
• Describe the nature of international operations management
• Analyze the supply chain management and vertical integration decisions facing international production managers
• Analyze the meaning of productivity and discuss how international firms work to improve it
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 3
Learning Objectives
• Explain how firms control quality and discuss total quality management in international business
• Analyze how international firms control the information their managers need to make effective decisions
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 4
The Nature of International Operations
Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 5
International Operations Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Strategic Context
Standardized vs. Customized Production
Logistics and Materials Mgmt.
Location Decisions
Acquisition ofResources
Chapter 17 - 6
Strategic Context
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
•Superior Value
•Business Strategy
•Production Processes
•Production Technologies
Chapter 17 - 7Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Complexities of Operations Management
•Resources•Location •Logistics
Chapter 17 - 8
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 9
International Production Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 10
What Is Supply Chain Management?
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Acquire Resources for Production
Cost of Production
Quality of Products
Internal Demand for Capital
Chapter 17 - 11
Vertical Integration
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Higher Integration
Lower IntegrationLess
More More
Less
Leve
l of E
ngag
emen
t Level of Engagement
Chapter 17 - 12
Make-or-Buy Decision
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Type of Decision
Internal Production
Buy “Off-the-Shelf”
Special Ventures or Contracts
Competitive Advantage
Strategic Vulnerability
High High
Low Low
Intermediate Moderate
Chapter 17 - 13Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Additional Factors
•Control
•Risk Levels
•Flexibility
Chapter 17 - 14
Location Decisions
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Country-RelatedIssues
Product-RelatedIssues
GovernmentPolicies
OrganizationalIssues
Chapter 17 - 15
• Resources• Infrastructure• Brand Image
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Country-Related Issues
Chapter 17 - 16
Product-Related Issues
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Value-to-Weight Ratio
ProductionTechnology
Chapter 17 - 17
Government Policies
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Political Processes
National TradePolicies
Foreign TradeZones
Development Incentives
Chapter 17 - 18
Organizational Issues
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
• Business Strategy
• Organizational Structure
• Inventory Management
Chapter 17 - 19
International Logistics
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Parts
Other Resources
MaterialsSu
pplie
s
From Suppliers to the Firm
Between Units of the Firm
From the Firm to Customers
Chapter 17 - 20Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Domestic vs. International Materials
Management•Shipping•Transporting•Regulating
Chapter 17 - 21
International Issues
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Logistics and Materials Management
Information Technology
Factory LocationPackaging
Chapter 17 - 22
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 23
International Service Operations
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 24
International Services
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
•Resources
•Output
•Utility
Chapter 17 - 25
The Nature of Services
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Intangible Non-Storable
Customer Participation
AssociatedProducts
Chapter 17 - 26
The Role of Government in International Services
Trade
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Protecting Local Professionals
Traditional Functions
Restricting Entry of Firms
Upholding Domestic Standards
Chapter 17 - 27
• Capacity• Location• Facilities• Schedules
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Service Operations
Chapter 17 - 28
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 29
Managing Productivity in International Business
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 30
The Importance of Productivity
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Overall Success Living Standards
Long-Term Survival Business Revenues
The Company The Country
Chapter 17 - 31Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Increase Research and Development
Improve Operations and Productivity
Increase Employee Involvement
Maintaining and Boosting Productivity
Chapter 17 - 32
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 33
Managing Quality in International Business
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 34Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
•Product Testing
•Employee Training
•Record Keeping
•Supplier Relations
•Repair Policies
International Organization for
Standardization (ISO)
Chapter 17 - 35
Importance of Quality
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
•Competition•Productivity•Customer Loyalty
Chapter 17 - 36
Total Quality Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Strategic Commitment to Quality
EmployeeInvolvement
High-Quality
Materials
Up-to-DateTechnology
EffectiveMethods
Chapter 17 - 37Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
TQM Techniques
Statistical Process Control
Benchmarking
Chapter 17 - 38
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 39
Managing Information in International Business
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 40
How Do Managers Use Information?
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
•Understanding
•Responding
•Controlling
Chapter 17 - 41
Information Management
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Strategy and Organization Design
Importance of Information
Related Diversification
Unrelated Diversification
Centralized Structure
Decentralized Structure
Higher
Lower
Higher
Lower
Chapter 17 - 42Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Information System
•Gather Data•Assemble Data•Provide Data
Chapter 17 - 43
Summary of Discussion
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
Chapter 17 - 44
Chapter 17
Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
International Operations
Management
Chapter 17 - 45Copyright © 2013 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
