Review of Week #3Review of Week #3(( Chapter 2 復習 )

Operations Strategy in a Global Operations Strategy in a Global EnvironmentEnvironment

全球全球環境下的環境下的作業作業策略策略 Chapter 2Chapter 2

Management Issues inManagement Issues in Global Operations Global Operations(( 作業的全球觀作業的全球觀

點點 ))

Global Strategic Context Differentiation Cost leadership Response

Logistics Management

( 物流管理 )

Location Decisions

( 位置 决定 )

Supply Chain Management

( 供應鏈子管理 )

Supply-Chain ManagementSupply-Chain Management(( 供應鏈子管理供應鏈子管理 ))

Sourcing Vertical integration Make-or-buy decisions Partnering

Location DecisionsLocation Decisions(( 地點地點 ,, 位置位置 .. 決定 決定 ))

Country-related issues Product-related issues Government policy/political risk Organizational issues

Materials ManagementMaterials Management(( 材料管理 材料管理 ))

Flow of materials Transportation options and speed Inventory levels Packaging Storage

Defining Global OperationsDefining Global Operations(( 定義全球性操作 定義全球性操作 ))

International business ( 國際化企業 )- engages in cross-border transactions

Multinational Corporation( 多國籍企業 ) - has extensive involvement in international business, owning or controlling facilities in more than one country

Global company( 全球化企業 ) - integrates operations from different countries, and views world as a single marketplace

Transnational company(超越國際企業 )- seeks to combine the benefits of global-scale efficiencies with the benefits of local responsiveness

Achieving Global OperationsAchieving Global Operations- Four Considerations –- Four Considerations –獲得全球化操作獲得全球化操作--要考慮的四個因素要考慮的四個因素 --

Global product design Global process design and technology Global factory location analysis Impact of Culture and Ethics

Managing Global Service Managing Global Service OperationsOperations管理全球服務操作管理全球服務操作

Must take a different perspective on Capacity planning Location Planning Facilities design and layout Scheduling

Some DefinitionsSome Definitions

International business( 國際企業 ) A firm that engages in cross-border transactions.

Multinational Corporation (MNC)( 多國籍企業 ) A firm that has extensive involvement in international

business, owning or controlling facilities in more than one country

Developing Missions and Developing Missions and StrategiesStrategies任務和決策的發展任務和決策的發展

Factors Affecting MissionFactors Affecting Mission使命的影響因素使命的影響因素

Mission使命

Philosophy 哲學 &Values價值

Profitability利益& Growth成長Environment環境

Customers顧客 Public Image大眾的想法Benefit to

Society

Mission/StrategyMission/Strategy 使命使命 //決策決策 Mission - where you are going哪裡你要去 Strategy - how you are going to get there; an

action plan如何到那裡，ㄧ個行動的計畫

Strategy ProcessStrategy Process 決策過程決策過程

MarketingDecisions市場決定

OperationsDecisions操作者決定

Fin./Acct.Decisions財會決定

CompanyMission 公司使命BusinessStrategy 企業決策

Functional AreaFunctional AreaStrategies 決策發展的區域

Strategies for Competitive Strategies for Competitive AdvantageAdvantage決策對競爭的好處決策對競爭的好處

Differentiation差異化 Cost leadership價格領導 Quick response反應快

10 Strategic OM Decisions10 Strategic OM Decisions(( 策略性作業管理的決策策略性作業管理的決策 ))

Goods & service design ( 商品與服務設計 ) Quality ( 品質 ) Process & capacity design( 製程與産能設計 ) Location selection( 廠 / 店址選擇 ) Layout design( 佈置設計 ) Human resource and job design ( 人力資源與工作設計 ) Supply-chain management ( 供應鏈 管理 ) Inventory ( 存貨 ) Scheduling ( 批程 ) Maintenance ( 保養維護 )

Operations Decisions

(作業決策)

Goods(商品) Services(복務)

Goods & services decisions

Product is usually tangible

Product is usually intangible

Quality Objective quality standards

Subjective quality standards

Process and capacity design

Customer not involved in most of process

Customer may be directly involved in process. Capacity must match demand to avoid lost sales

Goods & Services and the 10 OM Goods & Services and the 10 OM Decisions(Decisions( 商品與服務間的差商品與服務間的差 ))

Operations Decisions

Goods Services

Location Selection

May need to be near raw materials or labor force

Product is usually intangible

Layout Design

Layout can enhance production efficiency

Subjective quality standards

Human Resources and Job Design

Workforce focused on technical skills. Labor standards consistent. Output-based wage system.

Customer may be directly involved in process. Capacity matches demand to avoid lost sales

Goods & Services and the 10 OM Goods & Services and the 10 OM Decisions – ContinuedDecisions – Continued

Operations Decisions

Goods Services

Supply chain management

Supply-chain relationships critical to final product

Supply-chain relationships important, not necessarily critical

Inventory Raw materials, work-in-process, and finished goods

Most services cannot be stored

Scheduling Ability to convert inventory may allow leveling of production rates

Primarily concerned with meeting the customer's immediate schedule

Goods & Services and the 10 OM Goods & Services and the 10 OM Decisions – ContinuedDecisions – Continued

Goods & Services and the 10 OM Goods & Services and the 10 OM Decisions – ContinuedDecisions – Continued

Operations Decisions

Goods Services

Maintenance Maintenance is often preventive and takes place at the production site

Maintenance is often "repair" and takes place at the customer's site

Stages in the Product Life CycleStages in the Product Life Cycle

Introduction引導期 Growth成長期 Maturity 成熟期 Decline

死亡期

Grow

th ra

te