印度的IT产业发达(ppt 43页).ppt

InternationalIssues,1,問題,印度的IT產業發達、人工便宜泰國自排機車無人問津東南亞設廠便宜，然而人工素質較低大和燒肉捲、板烤米香堡產品差異化與製程設計問題Wal-Mart的搬運設備與巴西的標準棧板不相容跨國的關稅、滙率、貿易保護、基礎建設、文化,InternationalIssues,2,IncreasingGlobalization,1/5ofoutputofUSfirmsproducedabroadUSCompanieshold$500Billioninforeignassetstocks(7%annualgrowth)1/4ofUSimportsbetweenforeignaffiliatesandUSparentcompaniesOverhalfofUScompaniesincreasedthenumberofcountriesinwhichtheyoperate(late80stoearly90s),InternationalIssues,3,TaxonomyofInternationalSupplyChains,Internationaldistribution製造在本國，配銷與相關行銷活動在海外Internationalsuppliers原料及零件的供應來自國外供應商，最後的裝配在本國進行Offshoremanufacturing產品在同一地區搜源與製造，最後運回國內的倉庫銷售及配銷Fullyintegratedglobalsupplychain,InternationalIssues,4,ForcesDrivingGlobalization(Dornieretc),GlobalMarketForcesTechnologicalForcesGlobalCostForcesPoliticalandEconomicForces,InternationalIssues,5,Peoplehave“allbecomeglobalcitizens,andsomustthecompaniesthatwanttosellusthings”(KenichiOhmae),InternationalIssues,6,GlobalMarketForces,Foreigncompetitioninlocalmarkets為了成功防衛本國市場，公司會發現必須要進入國外市場Acer為歐洲NB第一品牌GrowthinforeigndemandGlobalpresenceasadefensivetoolNestlesandKelloggsPresenceinstate-of-the-artmarketsJapan-consumerelectronicsGermany-machinetoolsUS:software,InternationalIssues,7,TechnologicalForces,DiffusionofknowledgeManyhightechcomponentsdevelopedoverseasNeedcloserelationshipswithforeignsuppliersTechnologysharing/collaborationsAccesstotechnology/marketsGloballocationofR&DfacilitiesClosetoproduction(ascyclesgetshorter)Closetoexpertise(Indianprogrammers?),InternationalIssues,8,GlobalCostForces,LowlaborcostDiminishingimportance(Costsunderestimated,benefitsoverestimated)OthercostprioritiesIntegratedsupplierinfrastructure(assuppliersbecomemoreinvolvedindesign)SkilledlaborCapitalintensivefacilitiestaxbreaksjointventurespricebreakscostsharing,InternationalIssues,9,PoliticalandEconomicForces1,ExchangeratefluctuationsandoperatingflexibilityRegionaltradeagreements(Europe,NorthAmerica,PacificRim)ValueofbeinginacountryinoneoftheseregionsImplicationsforsupplynetworkdesignReevaluationofforeignfacilities(Productionprocessesdesignedtoavoidtariffs),InternationalIssues,10,PoliticalandEconomicForces2,TradeprotectionmechanismsTariffs全球最超值的汽車MiniCooper.在台灣只能算有點超值QuotasVoluntaryexportrestrictionsJapaneseautomakersinUSLocalcontentrequirementsTI/IntelfactoriesinEuropeJapaneseautomakersintheEUGovernmentprocurementpoliciesUpto50%advantageforAmericancompaniesonUSDefensecontracts,InternationalIssues,11,Risksofinternationalsupplychains,ExchangeRatesOperatingExposureForeigncompaniescanenterdomesticmarkets.,InternationalIssues,12,ExchangeRates,匯率的波動會改變產品在某一特定國家中生產的相對價值OperatingExposureResultoftranslatingforeignfinancialstatementsintothecurrencyoftheparentcompanyFinancialinstrumentsusedtohedgethese,InternationalIssues,13,OperatingExposure,ChangesafirmscompetitivepositionandfuturecashflowsIntheshortrun,changesincurrencyratesdontnecessarilyreflectchangesininflationratesRegionaloperationsbecomerelativelymoreorlessexpensive,InternationalIssues,14,案例,歐洲進口之商品年年調漲vs.美國進口商品價格差異不大,InternationalIssues,15,EffectFactorsofOperatingExposure(Dornieretal),CustomerreactionsCompetitorreactionsmarketshareprofitSupplierreactionsGovernmentreaction,InternationalIssues,16,問題討論,minicooper2000年售價：92萬2008年售價：136萬義大利進口磨豆機2000年售價：200002008年售價：23100NB鍵盤5月漲價1015%,InternationalIssues,17,OperationalStrategiesToAddressTheseRisks(BruceKogut),SpeculativeStrategyBetonasinglescenarioJapaneseautomanufacturinginJapanHedgedStrategyLossesinoneareaoffsetbygainsinanotherVWinUS,Brazil,Mexico,Germany,ChinaFlexibleStrategy,InternationalIssues,18,FlexibilityStrategies,FlexibilitytotakeadvantagesofoperationalexposureRequiresaflexiblesupplychainmultiplesuppliersflexiblefacilitiesexcesscapacityvariousdistributionchannels,InternationalIssues,19,ProblemofFlexibilityStrategiesCanbeexpensivetoimplement,coordinationmechanismscapitalinvestmentslossofeconomiesofscale,InternationalIssues,20,ApproachestoImplementFlexibleStrategieseffectively,Production/sourcingshiftsInformationsharingglobalcoordinationpoliticalleverage,InternationalIssues,21,globalcoordination案例,當Michelin計畫進入北美市場時，Goodyear在歐洲調降其輪胎售價，此行動迫使Michelin減緩其海外投資計畫,InternationalIssues,22,Requirementsforglobalstrategyimplementationfivebasicfunctionsoffirms1,產品開發Designproductsthatcanbemodifiedeasilyformajormarkets.例如，可負載110240V電壓的電熱爐採購EnsurethatthequalityanddeliveryoptionsfromvarioussuppliersarecompatibleComparethepricingofvarioussuppliersSufficientsuppliersindifferentregionsareathand,InternationalIssues,23,Requirementsforglobalstrategyimplementationfivebasicfunctionsoffirms2,生產ExcesscapacityandplantsinseveralregionsshiftingproductionEffectivecommunicationssystemsCentralizedmanagementcentralizedinformation,InternationalIssues,24,Requirementsforglobalstrategyimplementationfivebasicfunctionsoffirms3,需求管理ProjecteddemandandavailableproductMarketingandsalesplansInformationisbestsuppliedbyanalystslocatedineachregionCommunication案例，亞洲獨賣的龍筆訂單履行Centralizedsystem,InternationalIssues,25,Althoughworldmarketsarebecomingmoreopenallthetime,theworldisfarfrombecomingagiantfreetradezone.,InternationalIssues,26,IssuesInGlobalSCM1,Regionalvs.InternationalProducts具區域特性的產品：有些產品必須針對某些地區做一些特殊的設計及製造。例如：汽車的設計通常是具區域特性的。利用共同的零件不同的設計來組裝真正的全球性產品：這些產品是真正全球性的，意即是不須為了全球的銷售而做任何的修正、Carsvs.Coca-cola,InternationalIssues,27,Thetrapofpleasingnoonewellbypleasingeveryonehalfway.,InternationalIssues,28,IssuesInGlobalSCM2,LocalAutonomyvs.CentralControlExchangeratefluctuationsHardertoadministeroffshorefacilitiesCheaplabormaymaskthetreatofreducedproductivity,InternationalIssues,29,IssuesInGlobalSCM3,ExpensivetrainingmayberequiredCollaboratorsbecomecompetitorsChinaToshibacopiers,HitachimicroprocessorsForeigngovernmentstaxratesgovernmentcontrol,InternationalIssues,30,AddedComplexities1,SubstantialgeographicdistancesmoreinventoryAddedforecastingdifficultiesInfrastructuralInadequaciesWorkerskill,performanceexpectationsSupplieravailability,reliability,contractsLackoflocaltechnologiesInadequaciesintransportation,communicationsinfrastructure,InternationalIssues,31,AddedComplexities2,Culturaldifferencesacceptedpartnerships,stylesvalueofpunctuality例如，紅包文化、上酒家談生意Addedcompetition“athome”,InternationalIssues,32,物流的區域性差異,當制訂關於全球供應鏈中特殊國外連結的決策時，理所當然地，去瞭解區域之間的文化、基礎設施與經濟差異是很重要的。當經理人設計全球供應鏈時，有一些類型的差異必須要注意。第一世界國家、新興國家及第三世界國家，這些國家之間的主要差異要被標明。,InternationalIssues,33,文化的差異,文化差異可能是影響全球子公司詮釋管理階層的目標及看法的關鍵，諸如：信仰、價值觀、習俗以及語言，這些都在全球商業之中扮演一個很重要的角色，並且強烈的影響到協商及溝通。語言信仰風俗習慣,InternationalIssues,34,基礎設施1,第一世界國家製造及物流的基礎設施是高度開發的。高速公路系統、港口、通訊及資訊系統以及先進的製造技術，允許了先進供應鏈的發展。地理環境也會影響供應鏈的決策。經濟情況也會影響物流和供應鏈構成要素的組合。,InternationalIssues,35,基礎設施2,新興國家供應鏈的基礎設施通常並不充足。基礎設施發展的焦點可能放在出口，而非建立一個對出口及進口都合適的系統。第三世界其基礎設施一般而言是不足以支持先進的物流運作。道路通常年久失修，倉儲設備也常常是無法使用，配銷系統也可能不存在。,InternationalIssues,36,績效期望與評估1,第一世界國家存在著區域性的差異，但營運標準往往是一致且高的。合約是合法的約束文件。環境的規定及限制通常存在，而且企業必須遵守。然而區域之間，對於開發及強化關係的方法是互相不同的。例如，歐洲美企業較常使用正式夥伴關係合約；日本企業則傾向偏好於非正式夥伴關係協議,InternationalIssues,37,績效期望與評估2,新興國家營運標準通常差異很大。一些公司可能擁有很高的期望並且也達到此一期