International Sourcing [electronic resource] : A Method to Create Corporate Success /
Senft, Daniel.author.
Globalization leads to increased fierce competition and successful global sourcing is an essential element for the economic development of companies. Global sourcing projects are, however, highly complex and two-thirds of all sourcing projects in Europe are considered to have failed. Daniel Senft generates a tool of ten steps to show how to evaluate the success of sourcing by considering the potentials and risks in an international context. The author demonstrates that successful managing of international sourcing does not only imply the primary goal to cheaply acquire parts abroad, but it can rather be seen as a kind of strategic weapon to create a strong market position and to keep the company successful on the long term.   The scientific research was awarded with the "BME-Hochschulpreis" and by the Hans-Wilhelm Renkhoff Foundation.   "The thesis is an outstanding achievement" Prof. Dr. Bernhard Arndt, Vice President, University of Applied Sciences Würzburg-Schweinfurt   "The presented method offers fruitful ideas for practice" Dr. Thorsten Störmer, Purchasing Director, Miele & Cie. KG   Contents ·         Differences and impacts of global sourcing ·         Managing global sourcing economically   Target groups ·         Researchers and students with the emphasis on global business development ·         Practitioners who are faced with the challenges of globalization in the area of purchasing, management, logistics and development   The Author Daniel Senft, Dipl.-Ing. Mechanical Engineering and MBA, is a project manager of a global leading manufacturer for linear motion products.
Description based upon print version of record.
Preface; Table of Contents; Index of Figures; Index of Tables; List of Abbreviations; 1 Globalization; 1.1 Globalization forces companies to source internationally; 1.2 Driving factors of globalization; 2 Differences and impacts of global sourcing; 3 Research question and targets; 4 Managing global sourcing economically; 4.1 Ten steps to evaluate global sourcing successfully; 4.2 Visualization of the ten steps in a cause-effect-diagram; 4.3 Step one: Market analysis; 4.3.1 Define the market correctly; 4.3.2 Market segmentation
4.3.3 Relation between the strategy of entering a market, the product life cycle, and the attractiveness of international sourcing4.3.4 Portfolio of market growth and market share; 4.3.5 Customer analysis and determination of key success factors; 4.3.6 Location of customers and local content regulations; 4.3.7 Summary market analysis; 4.4 Step two: Competition analysis; 4.4.1 Porter's five forces of competition; 4.4.2 Analysis of the most important forces of competition; 4.5 Step three: Company analysis; 4.6 Step four: Product analysis; 4.6.1 Product cost formation analysis
4.6.2 Product value analysis (ABC-analysis)4.7 Step five: Strategic determination; 4.7.1 Potential strategic options; 4.7.2 Impacts of sourcing strategies; 4.7.3 Determination of a sourcing strategy; 4.8 Step six: Country analysis; 4.8.1 Important criteria for the country evaluation; 4.8.2 Important indexes and agencies in a country selection203; 4.8.3 The current major procurement markets214 215; 4.9 SWOT analysis226; 4.10 Step seven: Supplier analysis; 4.10.1 Supplier selection process; 4.10.2 Supplier pyramid; 4.11 Step eight: Logistics management; 4.11.1 Logistics importance and costs
4.11.2 Distinction of kinds of transportations4.11.3 Supply chain risks; 4.11.4 Most important logistics service providers; 4.11.5 INCO-terms; 4.12 Step nine: Total cost of ownership; 4.13 Step ten: Profitability of international sourcing; 5 Open points, outlook on further research approaches and learned topics; 6 Appendix; Table of Appendices; Appendix 1: Example of cost components for a calculation of the manufacturing costs of a product; Appendix 2: Procedure of preparing an ABC-analysis; Appendix 3: Exemplary evaluation of two criteria (ABC-XYZ analysis) in an Excel spreadsheet
Appendix 4: Product positioning towards the customers key success factorsAppendix 5: Operative vs. strategic sourcing; Appendix 6: Make or buy; Appendix 7: Part vs. modular sourcing; Appendix 8: Local vs. global sourcing; Appendix 9: Single vs. multiple sourcing; Appendix 10: Time horizon (changing supplier vs. regular supplier); Appendix 11: Sourcing implementation (alone vs. joint venture vs.alliance vs. service provider); Appendix 12: Characterization of strategic sourcing items 416; Appendix 13: Global Competitiveness Index 2011-2012 417
Appendix 14: Index of Economic Freedom (Europe view) 418
Includes biblographical references and indexes.
Globalization leads to increased fierce competition and successful global sourcing is an essential element for the economic development of companies. Global sourcing projects are, however, highly complex and two-thirds of all sourcing projects in Europe are considered to have failed. Daniel Senft generates a tool of ten steps to show how to evaluate the success of sourcing by considering the potentials and risks in an international context. The author demonstrates that successful managing of international sourcing does not only imply the primary goal to cheaply acquire parts abroad, but it can rather be seen as a kind of strategic weapon to create a strong market position and to keep the company successful on the long term.   The scientific research was awarded with the "BME-Hochschulpreis" and by the Hans-Wilhelm Renkhoff Foundation.   "The thesis is an outstanding achievement" Prof. Dr. Bernhard Arndt, Vice President, University of Applied Sciences Würzburg-Schweinfurt   "The presented method offers fruitful ideas for practice" Dr. Thorsten Störmer, Purchasing Director, Miele & Cie. KG   Contents ·         Differences and impacts of global sourcing ·         Managing global sourcing economically   Target groups ·         Researchers and students with the emphasis on global business development ·         Practitioners who are faced with the challenges of globalization in the area of purchasing, management, logistics and development   The Author Daniel Senft, Dipl.-Ing. Mechanical Engineering and MBA, is a project manager of a global leading manufacturer for linear motion products.
Leadership.
Business Strategy/Leadership.