全球运营管理讲座newgom6locationandforeignfactories课件

1、GOM6Location SelectionThe Roles of Foreign FactoriesBuilding EffectiveR&D CapabilitiesAbroad全球运营管理6位置的选择海外公司的角色培养有效的海外研发能力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全球活动定位国家因素的作用 -传统国家意义上的考虑 -相对优势理论 -政策 -风险 -全球战略的国家 -研发 -产业革命的主要源泉 -拥有高技术和/或低

4、成本的研发工人 -高需求客户 -生产 -有利的因素条件 -靠近主市场的地理位置 -有利的生产国效应 -全球竞争对手的出现汇率的作用 -卡特皮勒对小松凯思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全球活动定位 优势降低成本减少重复活动发展规模经济发展范围(视界)经济调动灵活性提高质量重视研发功能使公司可以投入大量资源改善质量重视生产功能使公司可以投资购买更好的设施和设备,使之优于多地区战略下的设施设备增强客户的偏好提高竞争的杠杆作用可以极大地降低每一个子公司在当地市场上竞争能力的依赖性 劣势对客户的响应能力减弱通货风险增加价值链管理上的困难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.全球活动定位个体活动定位 -全球融资 -索尼公司把财务和外资运作转移到伦敦

9、-全球研发 -从以国内为基础的模式到世界先导 中心的模式 -受全球主要驱动因素的影响 - 全球采购和采购源 -全球生产 -规模经济,快速学习和经验效应，有利的物流保障，各国成本的差异，有 利的贸易政策，普遍的客户需要 -全球配送和物流 -贝纳通的全球配送模式(特列维素仓库) -全球服务 -花旗银行:任何时间,任何地点,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定位定位决策 -与国家有关的一些问题 -资源可用性和成本： 郝克歇-欧林理论: 享有广泛、低成本的天赋生产要素的国家会吸引那些需要这种生产要素的公司 -基础设施 -生产国营销效应：例如，品牌形象 -与产品有关的一些问题 -产品的价值-重量比：低价值-重量比的商品有铁矿石、水 泥、煤和大宗化学产品等；高价值-重量比的商品如微处理 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 -必需的生产工艺 - 效率规模型设施 -客户反馈的相对重要性 -例如，在美国服饰业通行的一条经验性规则就是，在其它条件相同的情况下，服饰越时尚，其生产就越有可能在靠近美国的地区或在美国本土进行，这样制造商可以迅速对市场趋势做出反应。 -政府的政策方针 -政治的稳定，国家的贸易政策，经济发展动因，以及对外贸易区域的设置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 -组织问题 -经营战略：例如，一个采用价格领先策略的 公司必须选择低成本的生产场所 -组

15、织结构： -一个全球区域结构会把权力分散到各个地区经 理的手中：福特：1994年以前 -全球产品结构 -存货管理政策 -准时制 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.培养海外研发能力传统的集中方法已不能满足需要具有潜在相关性的信息来源在全球频频出现，公司必须在越来越多的地方建立工厂以便从国外的大学和竞争者那里获取新知识、吸收新的研究成果，并使之融入到自己的组织中。在世界范围参与竞争的公司必须以更快的速度把产品从开发阶段推广到市场上

23、，因此必须建立研发网络，使之长于开发新的知识中心，善于以一种可以保持竞争力的速度使产品在国外市场上实现商品化。Building R&D Capabilities Abroad培养海外研发能力 1995年海外实验室地点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.培养海外研发能力采用整体法进行研发创建工艺筹划指导委员会既有专门的技术知识又有丰富的组织经验的高级经理人小团体对新的研发场所进行分类总部扩大型场所总部开发型场所为场所选择一个地点总部扩大型场所应该地处优秀科学成果集中的地区，从而开发新的知识源。总部开发型场所应该接近大市场和制造设备所在在地，从而使新产品在国外市场迅速商品化.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培养海外研发能力建立新的研发场所研发场所的类型阶段1：位置决策阶段2：爬坡阶段阶段3： 使实验场所的影响最大化总部扩大型实验场所建立的目标从当地的科学团体中吸收知识，创造新知识，并把它转移到公司的中央研发基地选择一个有优秀科学成果的位置推进公司的高级科学家和经理之间的合作选择一位具有国际经验的当地著名科学家作为实验室第一领导他了解新场所研发工作的发展动态确保有足够的关键续存量确保实验室积极参与当地科学团体的活动 与当地的大学实验室和总部的实验室互换研究员总部开发型实验场所建立的目标通过把公司总部

32、的知识转移到海外实验场所，实现知识的商品化，进而转移到当地的生产和营销基地选择一个与公司现有的生产和营销基地临近的位置使其它职能领域的中层经理参与到启动阶段的决策方面中来选择一位非常重视公司名誉、具有国际经验、具有营销和生产知识的资深产品开发工程师担任实验室第一领导强调与总部实验室的平稳关系鼓励员工与生产和营销企业以外的实验室早期赞助企业之间的互动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培养海外研发能力总部扩大型法国格勒诺伯的施乐实验室

34、目标：从当地科学团体中获取新知识并转移到自己的总部（从四个可能的基地：巴黎、格勒诺伯、巴塞罗那、慕尼黑）礼来公司目标：在国外市场（这里指东亚）更加有效地促使研发商品化新加坡与大坂的比较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.培养海外研发能力全球研发网络松下15个专门的研发场所高水准的公司经理与高级研发经理密切合作，制定全面的研究议程并分配给各个基地中央实验室每年组织召开两、三次非现场会议促进电视会议的召开以及经常性的面对面接触不断地监控新的地区知识量和公司不断扩大的生产基地，从而决定公司是否还需要建立新的研发场所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株式会社: 转移到中国还是等待死亡?中国冲击波来自中国的竞争造成新的荒地1/20的劳动力和市场吸引力成本竞争响应在中国投资：2001年46亿，上升了57%2002年上半年35亿，共签定1,238个合同生产基地的大规模迁移日本汽车的原始设备制造商三洋电子：截止2004年全部空调生产在中国进行NEC：将70%的移动电话生产转移到中国 东芝（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株式会社: 转移到中国还是等待死亡? -防御战略：另一场管理革命 -不输给中国的七条新原则工人的角色和自动生产线的角色应该分担注重使用周期较短的产品培养多种才能的技术人员寻求拥有世界水平的研发人才从超高质量到适当的质量功能、交货和质量的多元增值从以产品为基础到以研发为基础Kaisha: Moving to China or Perishing?Single Pro