Chapter 14 Global Production, Outsourcing, and Logistics

Chapter 14 Global Production, Outsourcing, and Logistics

Introduction In today’s global economy, firms must decide – where to locate productive activities – what the long-term strategic role of foreign production sites should be – whether to own foreign production activities or outsource those activities – how to manage a globally dispersed supply chain and what the role of Internet-based information technology should be in the management of global logistics – whether to manage global logistics or outsource 2

Strategy, Production, and Logistics Question: How can production and logistics be conducted internationally to 1. lower the costs of value creation 2. add value by better serving customer needs? Production refers to activities involved in creating a product Logistics refers to the procurement and physical transmission of material through the supply chain, from suppliers to customers 3

Strategy, Production, and Logistics The strategic objectives of the production and logistics function are – to lower costs – to increase product quality by eliminating defective products from both the supply chain and the manufacturing process These two objectives are interrelated 4

Strategy, Production, and Logistics Better quality control helps firms reduce costs because – time is not wasted manufacturing poor quality products that cannot be sold – re-work and scrap costs are lower – warranty costs and the time used too fix defective products are lower 5

Strategy, Production, and Logistics Question: What management tool is used to increase the reliability of product offerings? The Six Sigma quality improvement program aims to reduce defects, boost productivity, eliminate waste, and cut costs throughout a company Six Sigma is a direct descendant of total quality management (TQM) In addition, some countries have also promoted specific quality guidelines like the European Union’s ISO 9000 standards 6

Strategy, Production, and Logistics Two other objectives are important for international companies 1. production and logistics functions must be able to accommodate demands for local responsiveness 2. production and logistics must be able to respond quickly to shifts in customer demand 7

Where to Produce Question: Where should production activities be located? When deciding where to locate production facilities, firms must consider – country factors – technological factors – product factors 8

Country Factors Firms should locate manufacturing activities where economic, political, and cultural conditions, including relative factor costs, are most conducive to the performance of that activity Regulations affecting FDI and trade can significantly affect the appropriateness of specific countries, as can expectations about future exchange rate changes 9

Technological Factors The type of technology a firm uses in its manufacturing can affect location decisions Firms should consider 1. The level of fixed costs involved 2. The minimum efficient scale of the technology 3. The flexibility of the technology 10

Technological Factors Question: When does it make sense to concentrate production at a few choice locations? Concentrated production makes sense when – fixed costs are substantial – the minimum efficient scale of production is high – flexible manufacturing technologies are available Concentrated production does not make sense when – both fixed costs and the minimum efficient scale of production are relatively low – appropriate flexible manufacturing technologies are not available 11

Product Factors Two product factors impact location decisions 1. The product's value-to-weight ratio – If the value-to-weight ratio is high, it is practical to produce the product in a single location and export it – If the value-to-weight ratio is low, there is greater pressure to manufacture the product in multiple locations across the world 2. Whether the product serves universal needs – The need for local responsiveness is reduced for products that do, which increases the attractiveness of concentrated manufacturing 12

Locating Production Facilities There are two basic strategies for locating manufacturing facilities 1. Concentrating them in the optimal location and serving the world market from there 2. Decentralizing them in various regional or national locations that are close to major markets Strategic choice is determined by country-specific, technological, and product factors summarized in Table 14.1 13

The Strategic Role of Foreign Factories Question: Does the rationale for establishing a foreign production facility change? The strategic role of foreign factories and the strategic advantage of a particular location can change over time A factory initially established to make a standard product to serve a local market, or to take advantage of low cost inputs, can evolve into a facility with advanced design capabilities As governmental regulations change and/or countries upgrade their factors of production the strategic advantage of a particular location can change 14

The Strategic Role of Foreign Factories As the strategic role of a factory is upgraded and a firm develops centers of excellence in different locations worldwide, it supports the development of a transnational strategy A focus of a transnational strategy is global learning (the idea that valuable knowledge does not reside just in a firm’s domestic operations, it may also be found in its foreign subsidiaries) So, managers should promote the idea that factories are potential centers of excellence with strategic importance to the firm 15

Outsourcing Production: Make-or-Buy Decisions Question: Should an international business make the component parts to go into their final product or outsource them? Make-or-buy decisions (decisions about whether to perform a certain value creation activity in-house or outsource it to another firm) are important to a firm’s manufacturing strategy 16

The Advantages of Make Making component parts in-house (vertical integration) is attractive because it 1. is associated with lower costs 2. facilitates investments in highly specialized assets 3. protects proprietary technology 4. facilitates the scheduling of adjacent processes 17

The Advantages of Make 1. Lowering Costs 2. Facilitating Specialized Investments 3. Protecting Proprietary Technology 4. Improving Scheduling 18

The Advantages of Buy Buying component parts from independent suppliers (outsourcing) is attractive because it 1. gives the firm greater flexibility 2. helps drive down the firm's cost structure 3. helps the firm to capture orders from international customers 19

The Advantages of Buy 1. Strategic Flexibility 2. Lower Cost 3. Offsets 20

Trade-Offs The benefits of manufacturing components in-house are greatest when – highly specialized assets are involved – when vertical integration is necessary for protecting proprietary technology – when the firm is more efficient than external suppliers at performing a particular activity 21

Strategic Alliances with Suppliers Question: Can strategic alliances with suppliers give firms the benefits of vertical integration? Some firms have tried to use strategic alliances to capture some of the benefits of vertical integration, without having the associated organizational problems However, in some cases, this backfires as firms find their strategic flexibility limited by commitments to alliance partners 22

Managing a Global Supply Chain Question: Why is logistics important to the international firm? Logistics encompasses the activities necessary to get materials to a manufacturing facility, through the manufacturing process, and out through a distribution system to the end user In international business, this is complicated by distance, time, exchange rates, and customs barriers, etc. Efficient logistics can have a major impact upon a firm's bottom line 23

The Role of Just-in-Time Inventory Question: How can a just-in-time inventory process help a firm? A just-in-time (JIT) economizes on inventory holding costs by having materials arrive at a manufacturing plant just in time to enter the production process, and not before It can result in major cost savings from reduced warehousing and inventory holding costs It can help firms spot defective parts, take them out of the manufacturing process, and boost product quality 24

The Role of Information Technology and the Internet Question: What is the role of information technology in materials management? Electronic data interchange (EDI) – facilitates the tracking of inputs – allows the firm to optimize its production schedule – allows the firm and its suppliers to communicate in real time – eliminates the flow of paperwork between a firm and its suppliers 25