No abstract

In this paper, we identify the key parameters to consider in a decision model on internationalization of operations. In order to propose these parameters, the GLOBOPE framework was adopted as the basis of this work. This framework contemplates the three commonest challenges of global operations configuration for industrial manufacturing companies in an internationalization process, which are: new facility implementation (NFI); global suppliers' network development (GSND); multisite production network configuration. A set of suitable parameters is herein provided for NFI and GSND in the analysis stage from strategic, tactical and operational decision levels. These parameters could be used in the future as a basis for the development of quantitative tools for decision making on the internationalization of operations.

Abstract. In the current dynamic, volatile and competitive playground, the design and managing of global production and logistic networks has become a crucial issue even for SMEs, although with the difficult added that they have limited resources. Thus, how dealing with these complex production networks present a real challenge for this kind of companies. In order to do so, it is necessary to provide business managers a useful guideline to face the internationalization process in an effective way. Therefore, the aim of this paper is to propose a framework, which takes into account the three main problems (new facilities implementation, global supplier network and multi-site network) related to Operations configuration, to aid managers in the different stages of the decision making and propose useful principles, methods and techniques depending on the problem.

Purpose: Companies survive in saturated markets trying to be more productive and more efficient. In this context, it becomes critical for companies to manage the entire supply network to optimize overall performance.  Hence, the supply strategy plays an important role because it influences the way in which production and logistics network has to be configured and managed. This paper explores the benefits obtained configuring different supply strategies adapted to customer needs.

Design/methodology/approach: For this purpose a case research from a Tier 2 point of view of the supply chain has been conducted.

Findings and Originality/value: The case research demonstrates that a higher service level, less holding costs and increase turnovers can be obtained implementing the adequate supply strategy.

Originality/value: There is a scarcity of research specifically focused on applied Supply Chain Principles within network configuration processes. Moreover, there are few empirical studies of global Tier 2 with multiple decoupling points into its supply chain network.

Part 1: Knowledge-Based Performance ImprovementInternational audienceThe purchasing function is assuming an increasingly relevant role within companies in the last decades. This is due to a fact that purchasing strategy can contribute to develop competitive advantages. Therefore, it is important to align the purchasing strategy with the company business strategy. On the other hand, category management can be used as the basic unit of strategic purchasing analysis, which measures the competitive improvement in purchasing management. It its known that a differentiated purchasing strategy involves managing suppliers within the different categories, so that, it is considered that there should be a leadership to level category by purchasing managers to improve the company competitiveness. Hence, this paper contributes by presenting how aligned business and purchasing strategies and product categorization leads to increased competitiveness –by presenting an empirical study on a harbor cranes company

High Risk and Low Average/poor Memory class were at an elevated risk of developing incident dementia (HR ¼ 13.6, 95%CI ¼ 5.9 -31.2 and HR ¼ 5.8, 95%CI ¼ 2.6 -12.8) and incident AD (HR ¼ 11.1, 95%CI ¼ 4.7 -25.9, and HR ¼ 5.0, 95%CI ¼ 2.2 -11.2) in the first four years from baseline assessment, while participants in the Dysexecutive Function class were at an elevated risk for incident all-cause dementia and incident AD after four years of follow-up (HR ¼ 6.0, 95%CI ¼ 2.5 -14.3, and HR ¼ 7.1, 95%CI ¼ 2.7 -18.4). Results in the Elite class were not applicable in the first 4 years since there were no cases and, after 4 years results were not significant (there were only 5 cases in total). Conclusions: This study highlights the clinical applicability of the association between a patient's cognitive profile and future risk of all-cause dementia and AD. This area of research may lead to personalized risk profiles.

The purchasing function is assuming an increasingly relevant role within companies in the last decades, taking over the main responsibility for the costs of goods purchased as well as for supplier management. Its relevancy is due to the fact that purchasing can contribute to develop competitive advantages by aligning its strategy to the business strategy. Purchasing strategy is usually deployed per (purchasing) category and operationally executed in the so called tactical purchasing process. One key step is the negotiation/bidding where there is a lack of empirical research regarding the application of game theory. This paper contributes by discussing how game theory can be systematically utilised for designing negotiations (i.e. games) and getting more efficient results-by presenting an empirical study on automotive sector company, specifically on a bidding process for constructing a new production facility in Mexico.

As competition becomes global and the environment in which companies operate is becoming more complex, the design and managing of international manufacturing networks has become crucial. Therefore, it is important to do an analysis of the necessary decisions any company must make, such as facilities location, supply strategy, facility strategy role, etc., in order to accomplish the internationalization process with more reliability and success. The authors of this paper present the GlobOpe framework, which is a model to be used by managers to design and configure a new manufacturing network aided by various techniques. This paper also presents a case study in order to demonstrate the effectiveness of this model when reconfiguring an international manufacturing network for a wind generator manufacturer.