A Global View of

Operations and
Supply Chains
 Table of Contents
6 Reasons for International Operation
01 Examine why domestic
business decide to change

Developing Missions and

02 Strategies
Where to go and How to get
there

Achieving Competative
03 Advantage
Differentiation, Low-cost,
04 Response
 01
6 Reasons for
International Operation
Examine why domestic business decide to change
 Reasons for International Operations
01
Improve Supply Chain
 Allocating facilities closer to
unique resources
 Manufacturing lines of shoes
more significant in Taiwan
rather than Vietnam and T-
shirts are more produced in
America (US)
02
Reduce Cost
 The reduction in cost of
labors in some countries
to make business to gain
direct advances 
 Trade agreement generate
benefits of lower tariffs
berries
 Reasons for International Operations

03 04
Improve Operations Understand Market
 Understand to handle  Find new opportunities
operational difficulties in
different countries
 Improve the effectiveness of
response and customer’s service
handles
 Reasons for International Operations

05 06
Improve Products Attract and retain
global talents
 Enhance ideas of designing or  Conduct suitable tactics
making new products/ improve of recruitment in
research and development particular countries
effectiveness (generate employment
opportunities)
 ● Cultural are awkward in particular
countries
● Business and community ethic are
different based on below features:
 Punctuality
Cultural and  Break time
 Environment
ethical differences  Sensitiveness of intellectual property
 Thievery
 Bribery
 Child labor
 02
Developing Missions
and Strategies
• Mission: The purpose or rationale for an organization's existence.
• Strategy: How an organization expects to achieve its missions and goals.
Mission statements provide boundaries and
focus for organizations and the concept around
which the firm can rally. The mission states the
rationale for the organization’s existence.
Factors Affecting Mission
Profitability and growth

Philosophy and values

Customers
MISSION

Public image
Environment
 Vinamilk’s Mission

To become a world grade

brand in food and beverage
industry, where people put all
their trust in nutrient and
health products. To deliver
the valuable nutrition to
community with our respect,
love and responsibility.
 Pepsi’s Mission

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.
 Thegioididong’s Mission

The mission of The Gioi Di Dong (Mobile

Word) is to be the leading and most
creative retailer in Vietnam, bringing to our
customers the most exciting, friendly,
trustworthy experience, and is an example
of business with integrity in every market
where we have presence and make a
difference in Vietnam.
Functional Area
• Organization’s mission => Functional area missions => Marketing +
Finance/Accounting + Production/Operations
• Missions for each function are developed to support the firm’s overall
mission.
Strategy is an organization’s action plan to
achieve the mission. Each functional area has a
strategy for achieving its mission and for
helping the organization reach the overall
mission.
=> These strategies exploit opportunities and
strengths, neutralize threats, and avoid
weaknesses.
Three Conceptual Ways
Differentiation: better, or at
least different Cost leadership: cheaper

STRATEGY
Any one or combination
of these three strategic
concepts can generate a
system that has a unique
advantage over
Response: more responsive competitors.
 03
Achieving Competative
Advantage
Differentiation, Low-cost, Response
 How Managers Achieve
Competitive Advantage

Differentiation Low-cost Response

 Differentiation
Distinguishing the offerings of an organization in a
way that the customer perceives as adding value

Uniqueness Experience
SECURITY HAS NEVER B
EEN THAT EASY!
 Ways to Add Value to Customers

01 Product
Features 02 Services Related
to Products

03 The convenience of a
broad product line
 Low-Cost Leadership
Achieving maximum value as defined by your
customer
 Low-cost Leadership
Drive down costs while
meeting customer
expectations of value

Invest in new technology

and have efficient
logistics

A low-cost strategy does not

imply low value or low
quality
Bosch’s
Low cost
Strategy
Bosch’s Low-cost Strategy

• Price of accelerators cheaper and more qualified over

time
• A low-cost strategy does not imply low value or low
quality
 Response
Companies should have Response strategy focusing
on 3 factors
 FLEXIBILITY
ability to match changes in a marketplace

RELIABILITY

QUICKNESS
speed in production, speed in delivery, or
speed in serving time.
Thank
You! GROUP 1:
Nguyễn Trường Chinh-BABAWE18653
Phan Thị Mỹ Linh - BABAIU18090
Lê Phan Long BABAWE18569
Biện Thị Thu Ngân - BABAWE18439
Mai Quốc Kim Nguyên - BABAUH17127
Lý Anh Quân - BABAWE18261
Đinh Anh Thư - BABAWE18634