Chapter 12

Global Production,
Outsourcing, and
Logistics
McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
 What Are The Main
Production Issues For Firms?
 International firms must answer five interrelated
questions
1. Where should production activities be located?
2. What should be the long-term strategic role of foreign
production sites?
3. Should the firm own foreign production activities or
outsource those activities to independent vendors?
4. How should a globally dispersed supply chain be
managed, and what is the role of Internet-based
information technology in the management of global
logistics?
5. Should the firm manage global logistics itself, or should it
outsource the management to enterprises that specialize
in this activity?
16-2
 How Are Strategy, Production,
And Logistics Related?
 Production - activities involved in creating a product
 Logistics - procurement and physical transmission of
material through the supply chain, from suppliers to
customers
 Questions: How can production and logistics
1. Lower the costs of value creation?
 disperse production to the most efficient locations
 manage the global supply chain efficiently to better match supply
and demand
2. Add value by better serving customer needs?
 eliminate defective products from the supply chain and the
manufacturing process

16-3
How Can Quality Be Improved?
Most firms use the Six Sigma program - a direct
descendant of total quality management (TQM)
 aims to reduce defects, boost productivity, eliminate
waste, and cut costs throughout the company
In the European Union, firms must meet ISO 9000
standards before gaining access to the European
marketplace
Improved quality reduces costs

16-4
How Can Quality Be Improved?
The Relationship Between Quality and Costs

16-5
 Where Should
Production Be Located?
 Firms should locate production so that
 production and logistics can be locally
responsive
 production and logistics can respond quickly
to shifts in customer demand
 Firms should consider
1. Country factors
2. Technological factors
3. Product factors
16-6
 Country Factors
Manufacturing should be located where economic,
political, and cultural conditions are most
conducive to the performance of that activity
Firms should consider
 the availability of skilled labor and supporting
industries
 formal and informal trade barriers
 expectations about future exchange rate changes
 transportation costs
 regulations affecting FDI

16-7
 Technological
Factors
 Firms should consider
1. The level of fixed costs
 if fixed costs are high, produce in a single location or a few
locations
 when fixed costs are low, multiple production plants may be
possible – allows firms to respond to local demands
2. The minimum efficient scale
 when minimum efficient scale (the level of output at which
most plant-level scale economies are exhausted) is high, choose
centralized production in a single location or a limited number of
locations
 when minimum efficient scale is low, respond to local market
demands and hedge against currency risk by operating in
multiple locations

16-8
 Technological
Factors
3. The flexibility of the technology
 flexible manufacturing technology or lean
production
 reduces set up times for complex equipment
 increases the utilization of individual machines
through better scheduling
 improves quality control at all stages of the
manufacturing process

16-9
 Product Factors
 Two product factors impact location decisions
1. The product's value-to-weight ratio
 If the value-to-weight ratio is high, produce the
product in a single location and export to other parts of
the world
 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
 When products serve universal needs, the need for
local responsiveness falls, and concentrating
manufacturing in a central location makes sense

16-10
 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
How Are Location, Strategy,
And Production Related?
Location, Strategy, and Production

16-12
 Strategic Role Of Foreign
Factories
 The strategic role of foreign factories and the
strategic advantage of a particular location can
change over time
 factories established to take advantage of low cost labor
can evolve into facilities 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
 Improvement in a facility comes from
1. Pressure to lower costs or respond to local markets
2. An increase in the availability of advanced factors of
production
16-13
 Strategic Role Of Foreign
Factories
 Many companies now see foreign factories as globally
dispersed centers of excellence excellence in different
locations worldwide, 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 can be found in
foreign subsidiaries
implies that firms are less likely to switch
production to new locations simply because some
underlying variable like wage rates has changed

16-14
 Should A Firm
Outsource Production?
Should a firm make or buy the component
parts to go into its final product?
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
 service firms also face make-or-buy decisions
 decisions involving international markets are more
complex than those involving domestic markets
16-15
 The Advantages of Make
 Vertical integration - making component parts in-house is
attractive because
1. Lowers costs - manufacturing in-house makes sense if a
firm is more efficient at that production activity than any
other enterprise,
2. Facilitates investments in highly specialized assets - -
in-house production makes sense when substantial
investments in specialized assets (assets whose value is
contingent upon a particular relationship persisting) are
required to manufacture a component
3. Protects proprietary technology – in-house production
makes sense when component parts contain proprietary
technology (to maintain control over the technology)
4. Improving Scheduling in-house production can make
planning, coordination, and scheduling of adjacent
processes easier 16-16
 The Advantages of Buy
 Buying component parts from independent suppliers
(outsourcing) is attractive because
1. Gives the firm greater flexibility
 Outsourcing provides flexibility to switch orders between
suppliers as circumstances dictate
 important when changes in exchange rates and trade barriers alter
the attractiveness of various supply sources over time
2. Helps drive down the firm's cost structure
 Firms that outsource can
 avoids challenges of coordination and control of additional
subunits
 avoids the lack of incentive associated with internal suppliers
 avoids the difficulties with setting appropriate transfer prices
3. Helps the firm capture orders from international
customers
 can help firms gain orders from suppliers’ countries
16-17
 Managing a Global Supply
Chain
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
The goal is to
 manage a global supply chain at the lowest possible cost
and in a way that best serves customer needs
 establish a competitive advantage through superior
customer service
Efficient logistics can have a major impact upon a
firm's bottom line
16-18
 The Role Of
Just-In-Time Inventory
Just-in-time (JIT) systems economize on
inventory holding costs by having materials arrive
at a manufacturing plant just in time to enter the
production process
JIT systems
 generate major cost savings from reduced warehousing
and inventory holding costs
 can help the firm spot defective parts and take them out
of the manufacturing process to boost product quality
But, a JIT system leaves the firm with no buffer
stock of inventory to meet unexpected demand or
supply changes

16-19
 The Role Of Information
Technology And The Internet
Web-based information systems play a crucial role
in materials management
 allow firms to optimize production scheduling
according to when components are expected to arrive
Electronic Data Interchange (EDI)
 facilitates the tracking of inputs
 allows the firm to optimize its production schedule
 lets the firm and its suppliers communicate in real time
 eliminates the flow of paperwork between the firm and
its suppliers

16-20