The integrated management of sites in a global manufacturing network provides a challenge for many manufacturing companies today. The local advantages and capabilities of each manufacturing site offer additional opportunities to a company to create competitive advantages. However, to exploit the local advantages on a global scale, the manufacturing sites have to be coordinated and managed in line with the strategic targets of the network. In the past, site role models were developed through research to support the management of globally dispersed manufacturing sites. Nonetheless many companies still struggle with the definition and assignment of site roles. The main reasons for this are 1) a lack of network perspective on site roles, 2) a missing link to network strategy, and 3) the prevalence of generic roles which neglect the individual network context - altogether prerequisites for an integrated network management. This thesis strives to address the existing shortcomings. Based on a thorough review of literature on international operations management, it develops an approach that combines network and site perspectives, the so-called site role portfolio approach. This approach is empirically validated in three in-depth case studies of global manufacturing networks of different sizes and industries. Focusing on the individual capabilities of manufacturing sites with respect to strategic network targets, the developed approach provides the basis for a comprehensive analysis of the sites and the network. This analysis includes the mapping of the network's as is state and current site roles, the identification of gaps concerning the fulfilment of the network's strategic targets, the definition of company-specific site roles, and the assignment of these roles to the manufacturing sites including the specification of development paths for each site. In addition, this thesis captures the systematic procedure of analysis in a basic.

Using site-specific optimization approaches in international manufacturing networks is increasingly proving insufficient. To solve this problem, several holistic and integrated alternatives have been developed to reflect a global perspective. This book presents advances in the St. Gallen Global Manufacturing Network Model and its application in numerous industry-, benchmarking- and research projects. The contents combine data-driven solutions with qualitative management frameworks for the strategic optimization of international manufacturing networks. In the first part, the book addresses the foundation of manufacturing network management and further describes the St. Gallen Operational Excellence approaches to manage plant performance. On this basis, the authors show how plant- and network-level performance can be enhanced via key improvement domains (e.g., strategy, configuration, coordination, performance management, digitalization). In turn, the second part demonstrates the application of the constructs in manufacturing companies from various industries. By combining research and practice, the book offers unique perspectives on the management of global production striving toward higher performance on manufacturing site and network level.

The preceding process of globalization and the continuously rising competitive pressure on manufacturing companies in more developed economies unveiled the limits of classical site-focused optimization approaches. The focus of network optimization shifts ever more towards an integrative view of manufacturing networks, striving for a harmonization of the strategy-, configuration- and coordination levels. This book presents such an integrative approach to the strategic management of manufacturing networks. Besides strategic network requirements, this book discusses the derivation of an optimal global footprint and the optimization of network coordination activities. Special attention is paid to the site roles concept, especially to the concept of 'lead factory'. A large number of up-to-date cases from the producing industry enrich the book and provide the reader with vivid examples for the application of the presented concepts. Hence, this book is a must-read for both practitioners and academic researchers.

The phenomenon of globalization has increased in recent decades due to the opening of borders in Eastern Europe and the sudden emergence of other countries in the global trade economy. Yet, the process of becoming global to get access to growing markets or to achieve quality, service, and/or cost advantages from the reconfigured Value Chains is one

While many business schools are teaching Global Operations Strategy with self-made teaching materials, there are no such textbooks. Combining practical approaches with detailed theoretical underpinnings, this book provides theories, tools, frameworks, and techniques for global operations strategy, and brings real world perspectives to students and managers. Each chapter includes definition of key terms, introduction of fundamental theories, several short case examples, one long new case to explain the associated theories, and recommended further reading.

This book offers a systematic literature review and a set of empirical studies on supply chain integration. Supply chain management is recognized as an essential means for firms to achieve competitive advantages, in which supply chain integration is regarded as the core for operational excellence: shorter lead time, lower inventory, faster delivery, and higher product and service quality. Using data from an international survey of manufacturing firms, an interrelated set of studies that investigate supply chain integration from different perspectives at multiple levels are conducted. Intra-organizational factors such as products, production systems, and socio-technical systems are examined to understand their effects on supply chain integration, indicating that firms need to implement different types of supply chain integration for specific competitive priorities. Then, the outcomes of supply chain integration, including its impact on risk management and sustainability management, are investigated from an inter-organizational perspective. The firm is embedded in a manufacturing network, a global supply chain, or both, and it can use supply chain integration as a strategic action for risks. Sustainability has been a vital issue for manufacturers, and supply chain integration can enhance its success. This book makes significant contributions to the relevant literature on supply chain integration and offers insights to supply chain managers in manufacturing industries.

The Fourth Industrial Revolution has led to revolutionary changes in production and service processes. This book explains and examines the impact of Industry 4.0 technologies on supply chain solutions. It discusses the concept, design, and implementation of supply chain solutions using Industry 4.0 technologies. Chapters address such topics as supply webs, open innovation practices, lean manufacturing, the Internet of Things, green supply chain solutions, and much more.