Theoretical and empirical perspectives on the fragmentation of production processes across borders, shedding light on global sourcing decisions and their economic effects. Recent decades have seen a fragmentation of production processes across borders, as firms find it increasingly profitable to organize production on a global scale. This fragmentation occurs across national borders as well as across firm boundaries; companies must decide not only the location of production but also how much control to exert over the different production stages. Economists have responded to this shift by developing new models of global sourcing, generating important insights into the driving forces and economic effects of this new form of globalization. Many questions, however, remain unanswered. This book tries to fill this gap. The contributors ask new questions or offer new modeling approaches to fragmentation of production, focusing in particular on time and uncertainty. They examine global sourcing in firms' multinationalization strategies, including offshoring, product scope, managerial incentives, supplier search, and contractual issues; and explore the interactions of global sourcing, exports, and economic development, investigating such topics as the complementarity of offshoring and exporting, product diversification, and the relationship between vertical linkages and development. Each chapter presents recent research that further develops existing models or documents new empirical patterns related to global sourcing. Contributors Pol Antràs, Sasan Bakhtiari, Sebastian Benz, Giuseppe Berlingieri, Johannes Boehm, Jeronimo Carballo, Huiya Chen, Alejandro Cuñat, Fabrice Defever, Swati Dhingra, Harald Fadinger, Ana P. Fernandes, Christian Fischer, Wilhelm Kohler, Bohdan Kukharskyy, Luca Marcolin, Antonio Minniti, John Morrow, Alireza Naghavi, Han (Steffan) Qi, Jens Suedekum, Deborah L. Swenson, Edwin L.-C. Lai, Anders Rosenstand Laugesen, Ngo Van Long, Heiwai Tang, Erdal Yalcin

This book provides in-depth insights into the practices that lead to success in global sourcing. Written by internationally acclaimed academics, it covers best practices on IT outsourcing, offshoring, business process outsourcing and netsourcing. This book is a must read for any practitioner, academic or student concerned with global sourcing.

The latest best practice guidance on all aspects of global strategic sourcing-including environmental and international issues Strategic Global Sourcing Best Practices covers the latest trends and leading edge processes in global strategic sourcing, including supply management, t, sustainability, financial decisions, risk management, and international strategies. Offers the latest trends and guidance for sourcing and supply managers Features coverage of understanding sourcing, procurement and supply management, procurement and best business practices, best practices in sourcing management and global sourcing management, financial strategies for sourcing, responsible procurement,diversity procurement, managing risk, supplier selection, project management for procurement and supply managers, managing supplier relationships, international sourcing, managing supplier relationships supply management operations, With the rise of global supply chains, environmental/sustainability concerns, and constantly evolving technology, the time is right for understanding Strategic Global Sourcing Best Practices.

Studienarbeit aus dem Jahr 2013 im Fachbereich BWL - Unternehmensführung, Management, Organisation, , Sprache: Deutsch, Abstract: Ever since the introduction E-Business solutions in the late 1990 ́s markets have been evolving to more transparency and immediacy. Having the capability of comparing prices and lead times the global key costumer base also has become more demanding in terms of price, quality and availability. These changes have been increasing market pressure especially within the trading industry which often adds no or little value to the original product. The tool, machine, working equipment and service provider, the XYGroup, with its headquarters in Germany offers almost seventy thousand articles; from simple steel grinding tools to high-complexity industry working equipment solutions. The products are mostly delivered from the German headquarters to the subsidiaries. The company has been operating since 1910. In 2012 Z ́s sales aomunted roughly to 100 million €. One of the 15 subsidiaries within XYis XY CHINA is situated in the directly governed municipality CHINA. The subsidiary was founded in 2002. In 2012 it accounted for 4% of total XYsales. The location (City in China) was chosen because it provides a mature infrastructure including a harbor and a convenient highway connection to Beijing. In 2012 CHINA has reported Gross Domestic Product per capita of 91,180.6 RMB which was the highest GDP per capita of all Chinese cities. Furthermore CHINA ́s real GDP had the highest growth rate of all Chinese cities, 13,8% in 2012. Key accounts are leading automotive as well as aircraft manufacturers. Due to the financial crash in 2008 and its aftermath sales declines in consumer as well as professional markets. Competition within the tool and machine industry has ever since become fierce and the subsidiary struggles with different internal as well as external factors. One of the indicators for the accentuation of competition within the Chinese market is the subsidiary ́s increasingly growing “Outsource Procurement Quota“. This quota states the amount of goods not being ordered from the headquarters in Germany but locally in China or in other countries from external suppliers. What might be the reason the purchasing managers currently source an increasing number of goods locally or in other countries instead of sourcing from their mother company that states to provide reliable conditions and quality?

Globalization leads to increased fierce competition and companies which do not pursue successful global sourcing within the next five years are probably not able to survive. However, global sourcing projects are highly complex and two-thirds of all sourcing projects in Europe are considered to have failed. A tool of ten steps is elaborated to show how to evaluate the success of sourcing by considering the potentials and risks in an international context. Successful managing of international sourcing, however, does not only imply the primary goal to acquire parts cheaply abroad, but it can be seen as a kind of strategic weapon to create a strong market position and to keep the company successful on the long term.

This unique book empirically explores the complex issue of how successful multinational firms manage interfaces of R&D, manufacturing, and marketing on a global basis, emphasizing the linkages among them in the value chain. For the encompassing nature of this investigation, the author calls this interface issue "global sourcing." The major objective of the book is to investigate the market performance of various global sourcing strategies employed by multinational firms. Successful Japanese cases are also highlighted. Based on extensive research findings, the book provides practical and normative guidelines for managing new product design and development, manufacturing, and marketing around the world in an era of global competition.

There are three stages to outsourcing: The first occurred at the dawn of industrial era in the 19th century, where mass production for consumption by many, became the norm and simple domestic means could not meet such demands. With the cost of labor soaring in developed countries, manufacturing of products started moving to countries like China to take advantage of labor arbitrage in the 1900s. This is the second stage of outsourcing. This book addresses issues and challenges in the third stage of outsourcing whose focus is on movement of services at electronic speed, utilizing the Internet platform.The book includes short essay questions, multiple choice questions, mini-cases at the end of most chapters and glossary of terms. It can also serve as a good reference book for practitioners.