Lecture9Global Production, OutsourcingandLogistics
Lecture 9 Global Production, Outsourcing and Logistics
A company as a value chainSupport ActivitiesCompanyInfrastructureHuman ResourceInformation SystemsLogisticsMarketingCustomerR&DandProductionServiceSalesPrimaryActivities
A company as a value chain
IntroductionInternational firms must answerfiveinterrelatedquestions:1.Where should productionactivities belocated?2.Should the firm own foreign productionactivities,oris it betterto outsource thoseactivities to independent vendors?3.How should a globally dispersed supply chainbe managed,and what is the role of Internetbasedinformation technologyin the managementofglobal logistics?4.Should the firm manage global logistics itself,or should it outsource the managementtoenterprises thatspecialize in this activity?10-
10- Introduction International firms must answer five interrelated questions: 1.Where should production activities be located? 2.Should the firm own foreign production activities, or is it better to outsource those activities to independent vendors? 3. How should a globally dispersed supply chain be managed, and what is the role of Internetbased information technology in the management of global logistics? 4. Should the firm manage global logistics itself, or should it outsource the management to enterprises that specialize in this activity?
LearningobjectiveWetrytounderstand:Wheretoproduce?Outsourcing:Make-or-buyDecisions?Howto managea global supply chain?10-
10- Learning objective We try to understand: ❖Where to produce? ❖Outsourcing : Make-or-buy Decisions? ❖How to manage a global supply chain?
OpeningCase利丰集团成立于1906年，总部设在中国香港特别行政区，是当今发展中国家最大的一家跨国贸易公司，年销售量为20亿美元。公司现由创立者的第三代传人冯国经经营，他并不把自已企业视为传统的贸易企业，而视为向350家客户供货的供应链经营专家。这些客户都是分散的群体，包括纺织品零售商、家用电器公司。利丰集团从客户得到订货，然后从37个国家的7000家独立供货商中筛选，从中找出最合适的制造企业生产最质优价廉的产品。获得这一效果通常要求公司打破价值链条，让分布在不同国家的制造商进行分散生产，这依赖劳动力成本、贸易壁垒程度和运输成本等要素。利丰集团再把整个过程协调起来，经营后勤工作，10-安排成品到客户间的运货
10- Opening Case 利丰集团成立于1906年，总部设在中国香港特别行政区，是 当今发展中国家最大的一家跨国贸易公司，年销售量为20亿美元 。公司现由创立者的第三代传人冯国经经营，他并不把自己企业 视为传统的贸易企业，而视为向350家客户供货的供应链经营专家 。这些客户都是分散的群体，包括纺织品零售商、家用电器公司 。利丰集团从客户得到订货，然后从37个国家的7 000家独立供货 商中筛选，从中找出最合适的制造企业生产最质优价廉的产品。 获得这一效果通常要求公司打破价值链条，让分布在不同国家的 制造商进行分散生产，这依赖劳动力成本、贸易壁垒程度和运输 成本等要素。利丰集团再把整个过程协调起来，经营后勤工作， 安排成品到客户间的运货