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International Operations Management

24 Agu
§Chapter 17:
International
Operations
Management
§International Business, 4th Edition
§Griffin & Pustay
§Chapter Objectives_1
§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
§Chapter Objectives_2
§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
§International Operations Management
§Operations Management: the set of activities an organization uses to transform different kinds of inputs into final goods and services
§International Operations Management: the transformation-related activities of an international firm
§Figure 17.1 The International Operations
Management Process
§Complexities of
International Operations Management
§Resources
§Location
§Logistics
§Production Management
§Supply chain management: set of processes and steps a firm uses to acquire the various resources it needs to create its products
§Vertical integration: extent to which a firm either provides its own resources or obtains them from other sources
§Figure 17.2 Basic Make-or-Buy Options
§Influence Factors for the
Make-or-Buy Decision
§Size
§Scope of operations
§Technological expertise
§Nature of product
§Figure 17.3 Competitive Advantage versus Strategic Vulnerability in the Make-or-Buy Decisions
§Necessary Trade-offs in Make-or-Buy Decision
§Cost
§Control
§Risk
§Investment
§Flexibility
§Factors affecting Location Decisions
§Country-Related Issues
§Product-Related Issues
§Government Policies
§Organizational Issues
§Country-Related Issues
§Resource availability
§Cost
§Infrastructure
§Country-of-origin effects
§Country-related issues play key roles in location decisions for manufacturers
§Product-Related Issues
§Value-to-weight ratio
§Technology
§Importance of customer feedback
§
§Government Policies
§Stability of political process
§National trade policies
§Economic development incentives
§Existence of foreign trade zones (FTZ)
§Organizational Issues
§Business strategy
–Cost leadership
–Differentiation
§Organizational structure
§Inventory management policies
–Just-in-time (JIT) inventory management system
§International Logistics and
Materials Management
§International logistics: management of the
–flow of materials, parts, supplies, and other resource from suppliers to the firm
–flow of materials, parts, supplies, and other resources within and between units of the firm itself
–flow of finished products, services, goods from the firm to customers
§Differences in Domestic and International Materials Management
§Distance involved in shipping
§Number of transport modes
§Complexity of regulatory context
§International Service Operations
§International Service Business: firm that transforms resources into an intangible output that creates utility for its customers
§Characteristics:
–Intangible
–Not storable
–Require customer participation
–Tied to the purchase of other products
§This BP Connect store allows customers to buy BP petroleum products, coffees from South America, and to access the Internet from the pump
§Productivity
§Economic measure of efficiency that summarizes the value of outputs relative to the value of inputs used to create the outputs
–Helps to determine firm’s overall success
–Contributes to long-term survival
–Contributes to overall standard of living
§Strategies for Enhancing Productivity
§Spend more on research and development
§Improve operations
§Increase employee involvement
§Managing Quality in
International Business
§Quality: totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs
–American Society for Quality Control
§ISO 9000: 2000
–International set of quality guidelines
–Basis for quality certification
–International Organization for Standardization
§Figure 17.4 The Essential Components of Total Quality Management
§Total Quality Management
§TQM: Integrated effort to systematically and continuously improve the quality of an organization’s products and/or services
§Statistical process control: family of mathematically based tools for monitoring and controlling quality
§Benchmarking: process of legally and ethically studying how other firms do something in a high-quality way and then either imitating or improving on their methods

 

 
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Ditulis oleh pada 24/08/2012 in Akutansi International

 

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