供應(yīng)鏈管理的國際化問題第1頁/共62頁Wal-Mart

in

South

America第2頁/共62頁Why

is

Wal-Mart

not

as

successful

in

LatinAmerica

as

they

are

in

the

US?What

mistakes

did

Wal-Mart

make?If

you

were

running

Wal-Mart,

what

wouldyou

have

done

differently?沃爾瑪在南美第5頁/共62頁產(chǎn)品差異·有全球性的產(chǎn)品嗎？·這是一個(gè)趨勢嗎？·如何平衡當(dāng)?shù)亓?xí)慣與全球性產(chǎn)品？應(yīng)對現(xiàn)有的競爭和成長迅速的對手培養(yǎng)市場知識Increasing

Globalization第10頁/共62頁1/5

of

output

of

US

firms

produced

abroadUS

Companies

hold

$500

Billion

in

foreignasset

stocks

(7%

annual

growth)1/4

of

US

imports

between

foreignaffiliates

and

US

parent

companies

Over

half

of

US

companies

increased

thenumber

of

countries

in

which

they

operate(late

80’s

to

early

90’s)Forces

Driving

Globalization第12頁/共62頁Global

Market

ForcesTechnological

ForcesGlobal

Cost

ForcesPolitical

and

Economic

Forces驅(qū)動全球化的動力第13頁/共62頁市場全球化的力量技術(shù)的力量全球化成本的力量政治和經(jīng)濟(jì)力量Global

Market

Forces第14頁/共62頁Foreign

competition

in

local

marketsGrowth

in

foreign

demandDomestic

consumption

from

40%

to

<30%

of

worldconsumption

since

1970Foreign

sales

fuel

growthGlobal

presence

as

a

defensive

toolNestle’s

and

Kellogg’sPresence

in

state-of-the-art

marketsJapan

--

consumer

electronicsGermany

--

machine

toolsUS:

SUV’sIn

capital

markets,

foreign

goods

have

over

40%

penetrationIn

1970,

US

Market

accounted

for

40%

of

“typical

product

bundle”,

today

less

than

30

%AnyBW

article,

companies

are

pointing

to

foreign

salesto

fuel

growthDefensive

tool:

Kellog’s

and

Nestle’s

have

large

market

shares

in

home

countries,implicit

agreement

not

to

compete

overseas（1）市場全球化的力量第15頁/共62頁本地市場的外國競爭者的挑戰(zhàn)外國需求的增長自1970年以來，世界消費(fèi)中國內(nèi)消費(fèi)由40%下降到低于30%外國銷售刺激增長作為防御手段的業(yè)務(wù)全球化雀巢和凱洛格新興市場的出現(xiàn)日本--消費(fèi)類電子產(chǎn)品德國–機(jī)床美國：SUV車－運(yùn)動型多功能車Technological

Forces第16頁/共62頁Diffusion

of

knowledgeMany

high

tech

components

developed

overseasNeed

close

relationships

with

foreign

suppliersFor

example,

Canon

has

80%

of

laser

enginesTechnology

sharing/collaborationsAccess

to

technology/marketsGlobal

location

of

R&D

facilitiesClose

to

production

(as

cycles

get

shorter)Close

to

expertise

(Indian

programmers?)Political

and

Economic

Forces第20頁/共62頁Exchange

rate

fluctuations

and

operatingflexibilityRegional

trade

agreements

(Europe,

NorthAmerica,

Pacific

Rim)·Value

of

being

in

a

country

in

one

of

theseregions·Implications

for

supply

network

design·Reevaluation

of

foreign

facilities

(Productionprocesses

designed

to

avoid

tariffs)（4）政治與經(jīng)濟(jì)力量第21頁/共62頁匯率波動及處理這些問題的靈活性運(yùn)作方法區(qū)域貿(mào)易協(xié)定(歐洲、北美、環(huán)太平洋國家)·進(jìn)入貿(mào)易協(xié)定國家的價(jià)值驅(qū)動·對供應(yīng)網(wǎng)絡(luò)設(shè)計(jì)的提示－貿(mào)易協(xié)定會對供應(yīng)鏈產(chǎn)生影響·重新評估外國的設(shè)施（設(shè)計(jì)生產(chǎn)流程以避免關(guān)稅，或把產(chǎn)品運(yùn)到貿(mào)易區(qū)以避免關(guān)稅）Political

and

Economic

Forces第22頁/共62頁Trade

protection

mechanismsTariffsQuotasVoluntary

export

restrictionsJapanese

automakers

in

USLocal

content

requirements TI/Intel

factories

in

Europe Japanese

automakers

in

the

EUHealth/environmental

regulationsJapanese

refused

to

import

US

skis

for

many

years

(different

snow)Government

procurement

policiesUp

to

50%

advantage

for

American

companies

on

US

Defensecontracts（4）政治與經(jīng)濟(jì)力量第23頁/共62頁貿(mào)易保護(hù)機(jī)制關(guān)稅配額自動出口限制日本汽車工人在美國當(dāng)?shù)鼗实囊骉I/英特爾在歐洲的工廠日本汽車工人在歐洲健康/環(huán)境法規(guī)日本多年來拒絕進(jìn)口美國滑雪器材（雪不同）政府采購政策在美國國防部的采購合同中美國公司的優(yōu)勢達(dá)50%以上Added

Complexities第26頁/共62頁Exchange

rate

uncertaintiesCultural

differences·accepted

partnerships,

styles·value

of

punctualityPolitical

instability·tax

rates·government

controlAdded

competition

“at

home”增加的復(fù)雜性第27頁/共62頁匯率的不確定性文化差異·可接受的合作伙伴、類型－語言、信仰、習(xí)俗等·準(zhǔn)時(shí)的價(jià)值政策不穩(wěn)定性·稅率·政府控制應(yīng)對“國內(nèi)”的競爭對手案例概述：必勝客在莫斯科第31頁/共62頁莫斯科–1991年5月莫斯科開設(shè)了兩家必勝客門店--“西方企業(yè)水”必勝客-49%的伙伴是合資企業(yè)關(guān)鍵問題：外國企業(yè)無法匯回利潤（盧布無法兌換成硬通貨）如何處理這一問題？Pizza

Hut

Moscow第32頁/共62頁What

issues

did

Pizza

Hut

face

beforestarting

operation?How

were

these

issues

addressed?What

issues

appeared

after

the

restaurantopened?How

should

these

be

addressed?Case

Summary:Pizza

Hut

Moscow第36頁/共62頁DifficultiesQuality,

reliability

unavailable

from

meat

plantsRefrigerated

trucksunavailableTwo

restaurants

set

up:

ruble

restaurant

and

hardcurrency

restaurantHard

currency

restaurant

more

expensive

for

same

items,

betterserviceHedge

against

exchange

rate

risk,

get

hard

currencyHuman

ResourcesExtremely

well

educated

staffUnfamiliar

with

western

concepts

of

qualityIncentive

systems

criticalTwo

separate

staffs

-

more

qualified

in

hard

currency

restaurantCatalog

for

tips案例概述：必勝客在莫斯科第39頁/共62頁最初的運(yùn)作·政府有幾次隨機(jī)地關(guān)掉了設(shè)備·在沒有警示的情況下價(jià)格迅速變化·激勵(lì)機(jī)制不起作用項(xiàng)目以獎(jiǎng)金開始，完不成任務(wù)就降低獎(jiǎng)金數(shù)量工資下限比一般工資高·難以建立團(tuán)隊(duì)道德規(guī)范·曠工問題·很難適應(yīng)兩天工作兩天休息的時(shí)間表Exchange

Rates第40頁/共62頁Transaction

Exposure·The

results

of

transactions

denominated

inforeign

currencies

change

(cash

deposits,

debtobligations)Translation

Exposure·Result

of

translating

foreign

financial

statemeninto

the

currency

of

the

parent

companyFinancial

instruments

used

to

hedge

these匯率第41頁/共62頁交易風(fēng)險(xiǎn)·交易結(jié)果以外幣變動表示（保證金、債務(wù)償還）匯兌風(fēng)險(xiǎn)·將外國的財(cái)務(wù)報(bào)表換算成以母公司的貨幣表示的報(bào)表利用金融工具規(guī)避這些風(fēng)險(xiǎn)經(jīng)營風(fēng)險(xiǎn)第43頁/共62頁改變了一個(gè)公司的競爭能力和未來現(xiàn)金流短期內(nèi)，匯率變動沒有反映通貨膨脹率的變化地域性經(jīng)營成本多少有些高Effect

of

Operating

Exposure第44頁/共62頁Depends

on·Customer

reactions·Competitor

reactionsmarket

shareprofit·Supplier

reactions·Government

reaction經(jīng)營風(fēng)險(xiǎn)的影響第45頁/共62頁依賴于·消費(fèi)者的反應(yīng)·競爭者的反應(yīng)市場份額利潤·供應(yīng)商的反應(yīng)·政府的反應(yīng)實(shí)例第47頁/共62頁專門在國內(nèi)生產(chǎn)和銷售的公司進(jìn)口并在國內(nèi)銷售的公司在全球范圍內(nèi)生產(chǎn)和銷售的公司經(jīng)營戰(zhàn)略第49頁/共62頁應(yīng)對這些風(fēng)險(xiǎn)投機(jī)戰(zhàn)略·將賭注投在單一假設(shè)上·日本汽車生產(chǎn)在日本規(guī)避戰(zhàn)略·一個(gè)地區(qū)的損失由另一個(gè)地區(qū)的盈利彌補(bǔ)·大眾公司在美國、巴西、墨西哥和德國靈活性戰(zhàn)略O(shè)perational

Flexibility第50頁/共62頁Flexibility

to

take

advantages

of

operationalexposureRequires

a

flexible

supply

chainmultiple

suppliersflexible

facilitiesexcess

capacityvarious

distribution

channelsCan

be

expensive

to

implementcoordination

mechanismscapital

investmentsloss

of

economies

of

scaleOperational

Flexibility第52頁/共62頁P(yáng)roduction/sourcing

shifts

are

key

to

strategyThis

has

many

switching/startup

costsDistribution

channels

must

be

flexibility

sosourcing

is

invisible

to

end

customersOther

benefits

include:improved

information

availabilityglobal

coordinationpolitical

leverage經(jīng)營靈活性第53頁/共62頁生產(chǎn)/采購轉(zhuǎn)換是這一戰(zhàn)略的關(guān)鍵包含大量轉(zhuǎn)換/啟動成本配送渠道必須靈活，以保證最終用戶不會發(fā)現(xiàn)其他優(yōu)勢：可獲得的信息增加全球協(xié)同政治的杠桿作用Example第54頁/共62頁Becton

Dickinson·Global

network

for

manufacturing

disposablesyringes·Plants

in

US,

Ireland,

Mexico,

Brazil·When

Peso