Sameer Prasad, Jasmine Tata and Jaideep Motwani
Global Journal of Flexible Systems Management
2001, Vol. 2, No. 2, pp 31-36
1) Introduction
- a) Change in competition
- b) Globalization
- c) Two strategies:
- i) Global suppliers
- ii) Outsourcing/ strategic alliances
- d) Flexibility
- e) MNC’s moving to:
- i) Global dissaggregation
- ii) Supply Chain Management
2) Literature
- a) Facility Location
- i) Bass (1977)
- ii) Haug (1985)
iii) Hodden/Jucker (1986)
- b) Supply Chain Management
- i) Logistics
(1) Davies (1987)
(2) Gary/Davies (1991)
(3) Houlihan (1987)
(4) Wood (1990)
- ii) Redesign
(1) Berry/Naim (1996)
(2) Ernst/Guerrieri (1998)
iii) JIT
(1) Cook/Rogowski (1996)
(2) Humphreys et al (1998)
(3) Simpson et al (1998)
- iv) Logistics Partnerships
(1) Kopczak (1997)
- v) Quantitative Models
(1) Maloni/Benton (1997)
(2) Perez (1997)
(3) Vidal/Goetschalckx (1997)
(4) Levy (1998)
- vi) Theoretical Models
(1) Cohen/Malik (1997)
(2) Thorelli (1986)
(3) Delk (2000)
- c) Flexibility
- i) Pope/Prasad (1998)
- ii) Motwani et al (2000)
iii) Popp (2000)
- iv) DeMeyer et al (1989)
- v) Fernie (1994)
- vi) Kogut (1985a)
- d) Contigency Theory
- i) Burns/Staslker (1961)
- ii) Lawrence/Lorsch (1969)
3) Model: Effectiveness of Global Supply Chains
- a) International Operations Structures
- i) Multi-domestic
(1) Stable environment
(2) Formal flows
(3) More hierarchic
- ii) Distributed Global
(1) Dynamic environment
(2) Distributed learning system
(3) Network
4) Contingency Theory
- a) Optimum Multi-domestic Design
- i) Hierarchic
- ii) Formal structure
iii) Central control
- iv) Autocratic
- b) Hybrid Design
- i) Combination depending on organization and conditions
- c) Global Network Design
- i) Organic
- ii) Informal structure
iii) Flexible
- iv) Implicit control
5) Discussion and Conclusion
- a) Environment/ Trends
- i) Framework based on conditions
- ii) WTO lowering trade barriers
iii) Regional trading blocks
- iv) Ease of communication