The Global Environment and Operations Strategy

The Global
Environment and
Operations Strategy 2
PowerPoint presentation to accompany
Heizer and Render
Operations Management, Global Edition, Eleventh Edition
Principles of Operations Management, Global Edition, Ninth Edition
PowerPoint slides by Jeff Heyl
© 2014
© 2014
Pearson
Pearson
Education
Education 2-1
Outline
► Global Company Profile: Boeing
► A Global View of Operations

► Developing Missions and Strategies
► Achieving Competitive Advantage
Through Operations
► Issues in Operations Strategy
© 2014 Pearson Education 2-2

Outline – Continued
► Strategy Development and

Implementation
► Strategic Planning, Core
Competencies, and Outsourcing
► Global Operations Strategy Options

Learning Objectives
When you complete this chapter you
should be able to:
1. Mendefinisikan misi dan strategi

2. Mengidentifikasi dan menjelaskan
tiga pendekatan strategis untuk
mencapai keunggulan kompetitif
3. Memahami factor kunci sukses dan
kompetensi utama

Learning Objectives
When you complete this chapter you
should be able to:
4. Menggunakan faktor peringkat untuk

mengevaluasi negara maupun
penyedia sumber daya
5. Mengidentifikasi dan menjelaskan
empat opsi strategi operasi global

Boeing’s Global Supply-
Chain Strategy
Some of the International Suppliers of Boeing 787 Components

HEADQUARTERS
SUPPLIER COUNTRY COMPONENT
Latecoere France Passenger doors
Labinel France Wiring
Dassault France Design and PLM software
Messier-Bugatti France Electric brakes
Thales France Electrical power conversion
system and integrated
standby flight display
Messier-Dowty France Landing gear structure
Diehl Germany Interior lighting
© 2014
© 2014
Pearson
Pearson
Education
Education 2-6
Chain Strategy

HEADQUARTERS
Cobham UK Fuel pumps and valves
Rolls-Royce UK Engines
Smiths Aerospace UK Central computer systems
BAE Systems UK Electronics
Alenia Aeronautica Italy Upper center fuselage and
horizontal stabilizers
Toray Industries Japan Carbon fiber for wing and tail
units
Fuji Heavy Industries Japan Center wing box
© 2014
© 2014
Pearson
Pearson
Education
Education 2-7
Chain Strategy

HEADQUARTERS
Kawasaki Heavy Japan Forward fuselage, fixed
Industries sections of wing, landing
gear wheel well
Teijin Seiki Japan Hydraulic actuators
Mitsubishi Heavy Japan Wing box
Industries
Chengdu Aircraft Group China Rudder
Hafei Aviation China Parts
Korean Airlines South Korea Wingtips
Saab Sweden Cargo and access doors
© 2014
© 2014
Pearson
Pearson
Education
Education 2-8
Global Strategies
▶ Boeing – penjualan dan supply chain di level
dunia
▶ Benetton – memindahkan persediaan ke
toko-toko di seluruh dunia lebih cepat
daripada kompetitor dengan membangun
fleksibilitas dalam desain, produksi dan
distribusi
▶ Sony – membeli komponen dari pemasok di
Thailand, Malaysia, dan seluruh dunia

Global Strategies
▶ Volvo – perusahaan Swedia, dibeli oleh
perusahaan Cina, Geely. Volvo S40 dirakit di
Belgium, Afrika Slatan, Malaysia dan China
pada platform yang sama dengan Mazda 3
yang dibuat di Jepang dan Ford Focus yang
dibuat di Eropa.
▶ Haier – sebuah perusahaan Cina, memproduksi
compact refrigerators (menyuplai sepertiga
pasar Amerika) dan lemari anggur (menyuplai
separuh pasar Amerika) di Carolina Selatan
© 2014 Pearson Education 2 - 10

Reasons to Globalize
1. Meningkatkan supply chain

2. Mengurangi biaya (tenaga kerja, pajak, dll.)
3. Meningkatkan operasional
4. Mengikuti pasar
5. Meningkatkan produk
6. Menarik dan mempertahankan global talent

Improve the Supply Chain
▶ Membangun fasilitas lebih dekat
dengan sumber daya yang unik
▶ Auto design to California
▶ Athletic shoe production to China
▶ Perfume manufacturing in France

Reduce Costs
▶ Lokasi di luar negeri dengan tarif gaji dan
indirect costs yang lebih rendah
▶ Trade agreements can lower tariffs
▶ Maquiladoras
▶ World Trade Organization (WTO)
▶ North American Free Trade Agreement
(NAFTA)
▶ APEC, SEATO, MERCOSUR, CAFTA
▶ European Union (EU)

Improve Operations
▶ Memahami perbedaan jika bisnis
dikelola di negara-negara lain
▶ Operasi internasional dapat
meningkatkan response time and
customer service

Understand Markets
▶ Interaksi dengan konsumen luar
negeri, pemasok, dan pesaing dapat
mendatangkan kesempatan
▶ Cell phone
design moved
from Europe
to Japan
▶ Memperpanjang
product life
cycle

Improve Products
▶ Terbuka terhadap ide-ide baru
▶ Toyota dan BMW melakukan joint
research dan pengembangan
▶ Mengurangi risiko, state-of-the-art design,
biaya yang lebih rendah
▶ Samsung dan Bosch memproduksi
baterai secara bersama

Attract and Retain Global
Talent
▶ Menawarkan kesempatan pekerjaan
yang lebih baik
▶ Kesempatan berkembang yang lebih
baik dan perlindungan terhadap
pengangguran
▶ Merelokasi personel ke tempat yang
lebih prosuktif

Cultural and Ethical Issues
▶ Cultures can be quite different
▶ Attitudes can be quite different
towards
► Punctuality ► Thievery
► Lunch breaks ► Bribery
► Environment ► Child labor
► Intellectual
property

Match Product & Parent
► Braun Household
Appliances 1. Volkswagen
► Firestone Tires 2. Bridgestone
► Godiva Chocolate 3. Campbell Soup
► Haagen-Dazs Ice 4. Tata Motors Limited
Cream
5. Proctor and Gamble
► Jaguar Autos
6. Nestlé
► MGM Movies
7. Pillsbury
► Lamborghini Autos
8. Sony
► Alpo Petfoods

Match Product & Parent
► Braun Household
Appliances 1. Volkswagen
► Firestone Tires 2. Bridgestone
► Godiva Chocolate 3. Campbell Soup
► Haagen-Dazs Ice 4. Tata Motors Limited
Cream
5. Proctor and Gamble
► Jaguar Autos
6. Nestlé
► MGM Movies
7. Pillsbury
8. Sony
► Alpo Petfoods

Match Product & Country
► Braun Household
Appliances
► Firestone Tires 1. Great Britain
► Godiva Chocolate 2. Germany
► Haagen-Dazs Ice 3. Japan
Cream
4. United States
► Jaguar Autos
5. Switzerland
► MGM Movies
6. India
► Alpo Petfoods

Match Product & Country
► Braun Household
Appliances
► Firestone Tires 1. Great Britain
► Godiva Chocolate 2. Germany
► Haagen-Dazs Ice 3. Japan
Cream
4. United States
► Jaguar Autos
5. Switzerland
► MGM Movies
6. India
► Alpo Petfoods

Developing Missions and
Strategies
Misi menyatakan ke mana organisasi

akan menuju
Strategi menyatakan bagaimana

organisasi mencapai tujuan

Mission
► Mission - where is the organization
going?
► Alasan keberadaan organisasi
► Jawaban atas pertanyaan “apa
kontribusi organisasi terhadap
masyarakat?”
► Menyediakan batasan-batasan dan
fokus

Merck
The mission of Merck is to provide society

with superior products and services—
innovations and solutions that improve the
quality of life and satisfy customer needs—to
provide employees with meaningful work
and advancement opportunities and
investors with a superior rate of return.
Figure 2.2

PespsiCo
Our mission is to be the world's premier

consumer products company focused on
convenient foods and beverages. We seek
to produce financial rewards to investors as
we provide opportunities for growth and
enrichment to our employees, our business
partners and the communities in which we
operate. And in everything we do, we strive
for honesty, fairness and integrity.
Figure 2.2

Arnold Palmer Hospital
Arnold Palmer Hospital for Children provides

state of the art, family-centered healthcare
focused on restoring the joy of childhood in
an environment of compassion, healing, and
hope.
Figure 2.2

Factors Affecting Mission
Philosophy
and Values
Profitability and
Environment Growth
Mission
Customers Public Image
Benefit to
Society

Strategic Process
Organization’s
Mission
Functional Area
Missions
Finance/
Marketing Operations Accounting

Sample Missions
Sample Company Mission

To manufacture and service an innovative, growing, and
profitable worldwide microwave communications business
that exceeds our customers’ expectations.
Sample Operations Management Mission
To produce products consistent with the company’s mission

as the worldwide low-cost manufacturer.
Figure 2.3
Sample Missions
Sample OM Department Missions
Product design To design and produce products and
services with outstanding quality and
inherent customer value.
Quality management To attain the exceptional value that is
consistent with our company mission and
marketing objectives by close attention to
design, procurement, production, and field
service operations
Process design To determine, design, and produce the

production process and equipment that will
be compatible with low-cost product, high
quality, and good quality of work life at
economical cost.
Figure 2.3
Sample Missions
Location To locate, design, and build efficient and
economical facilities that will yield high
value to the company, its employees, and the
community.
Layout design To achieve, through skill, imagination, and
resourcefulness in layout and work methods,
production effectiveness and efficiency
while supporting a high quality of work life.
Human resources To provide a good quality of work life, with

well-designed, safe, rewarding jobs, stable
employment, and equitable pay, in exchange
for outstanding individual contribution from
employees at all levels.
Figure 2.3
Sample Missions
Supply-chain To collaborate with suppliers to develop
management innovative products from stable, effective,
and efficient sources of supply.
Inventory To achieve low investment in inventory
consistent with high customer service levels
and high facility utilization.
Scheduling To achieve high levels of throughput and
timely customer delivery through effective
scheduling.
Maintenance To achieve high utilization of facilities and
equipment by effective preventive
maintenance and prompt repair of facilities
and equipment.
Figure 2.3
Strategy
► Action plan untuk
mencapai misi
► Area fungsional memiliki
strategi
► Strategi memanfaatkan
kesempatan dan
kekuatan, menetralisasi
ancaman, dan
menghindari kelemahan

Strategies for Competitive
Advantage
1. Differentiation – better, or at least

different
2. Cost leadership – cheaper
3. Response – more responsive

Competing on Differentiation
Keunikan dapat melampaui
karakteristik fisik maupun atribut jasa
untuk mencakup semua yang
mempengaruhi persepsi konsumen
tentang nilai
► Safeskin gloves – leading edge products
► Walt Disney Magic Kingdom –
experience differentiation
► Hard Rock Cafe – dining experience

Competing on Cost
Memberikan nilai maksimum menurut
konsumen, namun tanpa menurunkan
kualitas.
► Southwest Airlines – secondary airports,
no frills service, efficient utilization of
equipment
► Walmart – small overhead, shrinkage,
and distribution costs
► Franz Colruyt – no bags, no bright lights,
no music, and doors on freezers
Competing on Response
▶ Fleksibilitas menyesuaikan perubahan pasar
dalam desain inovasi dan volume
▶ A way of life at Hewlett-Packard
▶ Keandalan dalam memenuhi jadwal
▶ German machine industry
▶ Timeliness is quickness
in design, production,
and delivery
▶ Johnson Electric,
Pizza Hut, Motorola

OM’s Contribution to Strategy
10 Operations Competitive
Decisions Strategy Example Advantage
Product DIFFERENTIATION:
Innovative design Safeskin’s innovative gloves
Broad product line Fidelity Security’s mutual
Quality funds
After-sales service Caterpillar’s heavy equipment
service
Process Experience Hard Rock Café’s dining
experience
Location
COST LEADERSHIP: Differentiation
Low overhead Franz-Colruyt’s warehouse-
Layout type stores (better)
Effective capacity Southwest Airline’s
use aircraft utilization
Human
resource Response
Inventory Walmart’s sophisticated (faster)
management distribution system
Cost
Supply chain
leadership
RESPONSE: (cheaper)
Inventory Flexibility Hewlett-Packard’s response to
volatile world market
Reliability FedEx’s “absolutely,
Scheduling
positively, on time”
Quickness Pizza Hut’s 5-minute guarantee
Maintenance Figure 2.4
at lunchtime
Issues In Operations Strategy
▶ Resources view
▶ Value-chain analysis
▶ Porter’s Five Forces model
▶ Operating in a system with many
external factors
▶ Constant change

Product Life Cycle
Introduction Growth Maturity Decline
Best period to Practical to change Poor time to Cost control

increase market price or quality change image, critical
share image price, or quality
Company Strategy/Issues
R&D engineering is Strengthen niche Competitive costs

critical become critical
Defend market
position Drive-through
Internet search engines restaurants
DVDs
Xbox 360
iPods
Boeing 787
Sales
3D printers
3-D game Analog

Electric vehicles TVs
players
Figure 2.5
Product Life Cycle
Introduction Growth Maturity Decline
Product design Forecasting critical Standardization Little product
and development Product and Fewer product differentiation
critical
process reliability changes, more Cost
Frequent product minor changes minimization
Competitive
and process
OM Strategy/Issues
product Optimum capacity Overcapacity in

design changes improvements and the industry
Increasing stability
Short production options
of process Prune line to
runs Increase capacity eliminate items
Long production
High production Shift toward runs not returning
costs good margin
product focus
Product
Limited models Enhance improvement and Reduce
capacity
Attention to quality distribution cost cutting
Figure 2.5
SWOT Analysis
Mission
Internal External
Strengths Opportunities
Analysis
Internal External
Weaknesses Threats
Strategy

Strategy Development Process
Analyze the Environment
Identify the strengths, weaknesses, opportunities, and threats.
Understand the environment, customers, industry, and competitors.
Determine the Corporate Mission

State the reason for the firm’s existence and identify the value it wishes
to create.
Form a Strategy
Build a competitive advantage, such as low price, design, or volume
flexibility, quality, quick delivery, dependability, after-sale service,
broad product lines.
Figure 2.6
Strategy Development and
Implementation
▶ Mengidentifikasi key success factors
▶ Mengintegrasikan OM dengan
aktivitas lain
Peran manajer operasional adalah

mengimplementasikan strategi MO,
membangun keunggulan kompetitif, dan
meningkatkan produktivitas
Key Success Factors
Support a Core Competence and Implement Strategy by
Identifying and Executing the Key Success Factors in the Functional Areas
Marketing Finance/Accounting Production/Operations
Service Leverage
Distribution Cost of capital
Promotion Working capital
Channels of distribution Receivables
Product positioning Payables
(image, functions) Financial control
Lines of credit
10 OM Decisions Sample Options Chapter
Product Customized, or standardized; sustainability 5, S5

Quality Define customer expectations and how to achieve them 6, S6
Process Facility size, technology, capacity, automation 7, S7
Location Near supplier or near customer 8
Layout Work cells or assembly line 9
Human resource Specialized or enriched jobs 10
Supply chain Single or multiple suppliers 11, S11
Inventory When to reorder, how much to keep on hand 12, 14, 16
Schedule Stable or fluctuating production rate 13, 15
Maintenance Repair as required or preventive maintenance 17
© 2014 Pearson Education Figure 2.72 - 48

Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
Lean, Short Haul, Point-to-

Productive Point Routes, Often to
Employees Secondary Airports
Competitive Advantage:
Low Cost
High Frequent,
Aircraft Reliable
Utilization Standardized Schedules
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

Employees Automated ticketing machines Secondary Airports
No seat assignments
No Low
baggageCost
transfers
No meals (peanuts)
High Frequent,
Aircraft Reliable
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
No meals (peanuts)
Lean,
Lower gate costs at secondary airports Short Haul, Point-to-
Employees
High number of flights reduces employee Secondary Airports
idle time between flights
Low Cost
High Frequent,
Aircraft Reliable
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

High number of flights reduces employee
idleCompetitive Advantage:
time between flights
Saturate a city with Low
flights, Cost
lowering
administrative costs (advertising, HR, etc.)
High per passenger for that city Frequent,
Aircraft
Pilot training required on only one type of Reliable
Utilization Standardized
aircraft Schedules
Reduced maintenanceFleet of Boeing
inventory required
737 Aircraft
because of only one type of aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service
Pilot training required on only one type of
Lean, aircraft Short Haul, Point-to-
Employees Reduced maintenance inventory required
Secondary Airports
Competitive
Excellent Advantage:
supplier relations with Boeing has
Low Cost
aided financing
High Frequent,
Aircraft Reliable
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Service

Employees Secondary
Reduced maintenance inventory required Airports
Flexible union Competitive Advantage:
Flexible employees and standard planes aid
contracts Low Cost scheduling
Maintenance personnel trained only one
High type of aircraft Frequent,
Aircraft Reliable
Utilization 20-minute gate turnarounds Schedules
Standardized
Fleet of Boeing
737 Aircraft
Figure 2.8
Activity Mapping at
Southwest Airlines
Courteous, but
Limited Passenger
Automated ticketing machines
Service
Empowered employees
Lean, High employee compensation
Short Haul, Point-to-
Productive Hire for attitude, thenPoint
train Routes, Often to
High level of stock ownership
Competitive
High numberAdvantage:
of flights reduces employee
Low idleCost
time between flights
High Frequent,
Aircraft Reliable
Fleet of Boeing
737 Aircraft
Figure 2.8
Implementing Strategic
Decisions
TABLE 2.1 Operations Strategies of Two Drug Companies
BRAND NAME DRUGS, INC. GENERIC DRUGS CORP.
COMPETITIVE PRODUCT DIFFERENTIATION LOW COST STRATEGY
ADVANTAGE STRATEGY
Product Heavy R&D investment; extensive labs; Low R&D investment; focus on
selection and focus on development in a broad range development of generic drugs
design of drug categories
Quality Quality is major priority, standards Meets regulatory requirements on a
exceed regulatory requirements country-by-country basis, as necessary
Process Product and modular production Process focused; general production
process; tries to have long product runs processes; “job shop” approach, short-
in specialized facilities; builds capacity run production; focus on high utilization
ahead of demand
Location Still located in city where it was founded Recently moved to low-tax, low-labor-
cost environment

Implementing Strategic
Decisions
TABLE 2.1 Operations Strategies of Two Drug Companies
BRAND NAME DRUGS, INC. GENERIC DRUGS CORP.
COMPETITIVE PRODUCT DIFFERENTIATION LOW COST STRATEGY
ADVANTAGE STRATEGY
Layout Layout supports automated product- Layout supports process-focused “job
focused production shop” practices
Human Hire the best; nationwide searches Very experienced top executives
resources provide direction; other personnel paid
below industry average
Supply chain Long-term supplier relationships Tends to purchase competitively to find
bargains
Inventory Maintains high finished goods inventory Process focus drives up work-in-
primarily to ensure all demands are met process inventory; finished goods
inventory tends to be low
Scheduling Centralized production planning Many short-run products complicate
scheduling
Maintenance Highly trained staff; extensive parts Highly trained staff to meet changing
inventory demands

Strategic Planning, Core
▶ Outsourcing – mengalihkan aktivitas
yang semula secara tradisional dilakukan
secara internal kepada supplier eksternal
▶ Accelerating due to
▶ Kecanggihan teknologi meningkat
▶ Lebih handal dan transportasi lebih murah
▶ Pengembangan dan penggunaan yang
cepat oleh karena kecanggihan
telekomunikasi dan komputer
Strategic Planning, Core
▶ Subcontracting - contract
manufacturing
▶ Outsourced activities

Theory of Comparative
Advantage
▶ Jika penyuplai eksternal dapat
melakukan aktivitas secara lebih
produktif daripada perusahaan, maka
aktivitas tersebut harus dilakukan
oleh penyuplai eksternal
▶ Perusahaan harus focus pada
kompetensi utama
▶ Mendorong outsourcing

Risks of Outsourcing
TABLE 2.2 Potential Advantages and Disadvantages of Outsourcing
ADVANTAGES DISADVANTAGES
Cost savings Increased logistics and inventory costs
Gaining outside expertise Loss of control (quality, delivery, etc.)
Improving operations and service Potential creation of future competition
Maintaining a focus on core Negative impact on employees

competencies
Accessing outside technology Risks may not manifest themselves for
years

Rating Outsourcing Providers
▶ Insufficient analysis most common
reason for failure
▶ Factor rating method
▶ Points and weights assigned for each
factor to each

Rating Provider Selection
Criteria
TABLE 2.3 Factor Ratings Applied to National Architects’s Potential IT Outsourcing Providers
OUTSOURCING PROVIDERS
IMPORTANCE BIM S.P.C. TELCO
FACTOR (CRITERION) WEIGHTS (U.S.) (INDIA) (ISRAEL)
1. Can reduce operating costs .2 3 3 5
2. Can reduce capital investment .2 4 3 3
3. Skilled personnel .2 5 4 3
4. Can improve quality .1 4 5 2
5. Can gain access to technology not in
company .1 5 3 5
6. Can create additional capacity .1 4 2 4
7. Aligns with policy/philosophy/culture .1 2 3 5
Totals 1.0 3.9 3.3 3.8
Score for BIM = (.2 * 3) + (.2 * 4) + (.2 * 5) + (.1 * 4) + (.1 * 5) + (.1 * 4) + (.1 * 2) = 3.9

Global Operations Strategy
Options High
Figure 2.9
International strategy
Cost Reduction
(eg, Harley-Davidson
U.S. Steel)
• Import/export or
license existing
product
Low
Low High
Local Responsiveness
(Quick Response and/or Differentiation)
Options High
Figure 2.9
Cost Reduction
International
strategy
U.S. Steel)
license existing
product
Low
Low High
Options High
Figure 2.9
Global strategy
(eg, Caterpillar
Cost Reduction
Texas Instruments
Otis Elevator)
International
• Standardize product
strategy
• U.S.
Economies
Steel)
of scale
• Cross-cultural
license existing
product
learning
Low
Low High
Options High Global strategy
(eg, Caterpillar Figure 2.9
Texas Instruments
Otis Elevator)
• Economies of scale
• Cross-cultural learning
Cost Reduction
International
strategy
U.S. Steel)
license existing
product
Low
Low High
Multidomestic
Texas Instruments
Otis Elevator)
strategy
•
•
(eg,
StandardizeHeinz,
product
Economies of scale
McDonald’s
• The
Cross-cultural Body Shop
learning
Cost Reduction
Hard Rock Cafe)

• Use existing domestic
International
model globally
strategy
• Franchise, joint
U.S. Steel)
• ventures,
Import/export or
license existing
subsidiaries
product
Low
Low High
Texas Instruments
Otis Elevator)
Cost Reduction
International Multidomestic
strategy strategy
(eg, Harley-Davidson (eg, Heinz, McDonald’s
U.S. Steel) The Body Shop
Hard Rock Cafe)
• Import/export or • Use existing domestic
license existing model globally
product • Franchise, joint
ventures,
subsidiaries
Low
Low High
Figure 2.9
Transnational
(eg, Caterpillar
Texas Instruments
Otis Elevator) strategy
• (eg,
Standardize Coca-Cola,
product Nestlé)
• Move material,
Cost Reduction
people, ideas across

national
International
strategy
boundaries
Multidomestic
strategy
•U.S.Economies
Steel)
(eg,
of scale
Heinz, McDonald’s
The Body Shop
• Cross-cultural
Hard Rock Cafe)
• Use existing domestic
product learning
• Franchise, joint
ventures,
subsidiaries
Low
Low High
Options High Global strategy Transnational
(eg, Caterpillar strategy Figure 2.9
Texas Instruments (eg, Coca-Cola, Nestlé)
Otis Elevator) • Move material,
people, ideas across
• Standardize product national boundaries
• Economies of scale • Economies of scale
• Cross-cultural learning • Cross-cultural
Cost Reduction
learning
International Multidomestic
strategy strategy
(eg, Harley-Davidson (eg, Heinz, McDonald’s
U.S. Steel) The Body Shop
Hard Rock Cafe)
• Import/export or • Use existing domestic
product • Franchise, joint
ventures,
subsidiaries
Low
Low High
Ranking Corruption
Rank Country 2012 CPI Score (out of 100)
1 Demark, Finland, New Zealand 90 Least
4 Sweden 88 Corrupt
5 Singapore 87
6 Switzerland 86
7 Australia, Norway 85
9 Canada, Netherlands 84
13 Germany 79
14 Hong Kong 77
17 Japan, UK 74
19 USA 73
37 Taiwan 61
39 Israel 60
45 South Korea 56 Most
80 China 39 Corrupt
123 Vietnam 31
133 Russia 28
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or
transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or
otherwise, without the prior written permission of the publisher.
Printed in the United States of America.

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The Global

PowerPoint slides by Jeff Heyl

► Global Company Profile: Boeing

► A Global View of Operations

© 2014 Pearson Education 2-2

► Strategy Development and

© 2014 Pearson Education 2-3

1. Mendefinisikan misi dan strategi

© 2014 Pearson Education 2-4

4. Menggunakan faktor peringkat untuk

© 2014 Pearson Education 2-5

Some of the International Suppliers of Boeing 787 Components

Some of the International Suppliers of Boeing 787 Components

Some of the International Suppliers of Boeing 787 Components

© 2014 Pearson Education 2-9

© 2014 Pearson Education 2 - 10

1. Meningkatkan supply chain

© 2014 Pearson Education 2 - 12

© 2014 Pearson Education 2 - 13

© 2014 Pearson Education 2 - 14

© 2014 Pearson Education 2 - 15

© 2014 Pearson Education 2 - 16

© 2014 Pearson Education 2 - 17

© 2014 Pearson Education 2 - 18

© 2014 Pearson Education 2 - 19

© 2014 Pearson Education 2 - 21

© 2014 Pearson Education 2 - 22

© 2014 Pearson Education 2 - 23

© 2014 Pearson Education 2 - 24

Misi menyatakan ke mana organisasi

Strategi menyatakan bagaimana

© 2014 Pearson Education 2 - 25

© 2014 Pearson Education 2 - 26

The mission of Merck is to provide society

© 2014 Pearson Education 2 - 27

Our mission is to be the world's premier

© 2014 Pearson Education 2 - 28

Arnold Palmer Hospital for Children provides

© 2014 Pearson Education 2 - 29

Customers Public Image

© 2014 Pearson Education 2 - 30

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Sample Company Mission

Sample Operations Management Mission

To produce products consistent with the company’s mission

Process design To determine, design, and produce the

Human resources To provide a good quality of work life, with

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1. Differentiation – better, or at least

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Best period to Practical to change Poor time to Cost control

R&D engineering is Strengthen niche Competitive costs

3-D game Analog

product Optimum capacity Overcapacity in

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Determine the Corporate Mission

Peran manajer operasional adalah

Marketing Finance/Accounting Production/Operations

10 OM Decisions Sample Options Chapter

Product Customized, or standardized; sustainability 5, S5