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Table of Contents
Intro
Foreword
Perspectives on Global Manufacturing
Integrating Strategic and Operational Perspectives
Adding the Policy Perspective
``Is Manufacturing Leaving the Rich Countries? ́́
``Are the Global Manufacturing Footprints Over-Extended? ́́
Final Words
Contents
Editors and Contributors
Abbreviations
List of Figures
List of Tables
1: Introduction
1.1 Importance of Manufacturing
1.2 Managing Manufacturing Today
1.2.1 Global Markets: Global Value Chains
1.2.2 The Steady Pressure on Costs
1.2.3 How to Deal with Trade-Offs: The Importance of the ``Sand Cone Model ́́
1.2.4 The Impact of the Industry 4.0 Discussion
1.2.5 The Necessity of Systematic Management of Operational Excellence
1.2.6 Adding the Global Dimension: From Site to Network Optimization
1.2.7 Summary
1.3 Aim and Structure of the Book
References
Part I: The Basics of Global Manufacturing Management
2: The St.Gallen Management Model for International Manufacturing Networks
2.1 Overview
2.2 Manufacturing and Network Strategy
2.2.1 Unit of Analysis
2.2.2 Manufacturing Priorities
2.2.3 Network Capabilities
2.2.4 Strategic Gaps
2.3 The Configuration Lever
2.3.1 Site Portfolio Framework
2.3.2 Operationalizing the Site Portfolio
2.3.3 Application of the Site Portfolio
2.4 The Coordination Lever
2.4.1 Centralization and Standardization
2.4.2 Information and Knowledge Exchange
2.4.3 Resource Sharing Framework
2.4.4 Incentive System Framework
2.5 Toward Harmonization
2.6 Summary
References
3: Operational Excellence: The St. Gallen Model for Holistic Optimization
3.1 A Refined Definition of Operational Excellence
3.2 An Operationalization of Operational Excellence
3.3 The Technical Components
3.4 The Managerial and Social Components
3.5 Application of the Model: Understanding Real Excellence in a Balanced Way
References
Part II: Managing Manufacturing Site and Network Optimization
4: Managing International Manufacturing Networks in Todayś Business Environment
4.1 Exposure to Environment
4.1.1 Macro Environment
4.1.2 Task Environment
4.2 Success Factors
4.2.1 Improve Network Decision-Making
4.2.2 Define Degree of Centralization and Standardization
4.2.3 Increase Network Flexibility
4.2.4 Mitigate Risks
4.3 Summary
References
5: Unlocking Value with Production Network Optimization: A Strategic Perspective
5.1 Introduction
5.2 Network Capabilities
5.3 Configuration and Coordination
5.4 Network Capabilities as Value Drivers
5.5 Summary
References
6: Deriving a Network Strategy
6.1 Introduction
6.2 Requirement: A Sound Production Strategy
6.3 Network Strategy
6.4 Strategy Context
6.5 Strategy Content
6.6 Strategic Process
6.7 The Alignment of Different (Sub- )Networks at One Site
Foreword
Perspectives on Global Manufacturing
Integrating Strategic and Operational Perspectives
Adding the Policy Perspective
``Is Manufacturing Leaving the Rich Countries? ́́
``Are the Global Manufacturing Footprints Over-Extended? ́́
Final Words
Contents
Editors and Contributors
Abbreviations
List of Figures
List of Tables
1: Introduction
1.1 Importance of Manufacturing
1.2 Managing Manufacturing Today
1.2.1 Global Markets: Global Value Chains
1.2.2 The Steady Pressure on Costs
1.2.3 How to Deal with Trade-Offs: The Importance of the ``Sand Cone Model ́́
1.2.4 The Impact of the Industry 4.0 Discussion
1.2.5 The Necessity of Systematic Management of Operational Excellence
1.2.6 Adding the Global Dimension: From Site to Network Optimization
1.2.7 Summary
1.3 Aim and Structure of the Book
References
Part I: The Basics of Global Manufacturing Management
2: The St.Gallen Management Model for International Manufacturing Networks
2.1 Overview
2.2 Manufacturing and Network Strategy
2.2.1 Unit of Analysis
2.2.2 Manufacturing Priorities
2.2.3 Network Capabilities
2.2.4 Strategic Gaps
2.3 The Configuration Lever
2.3.1 Site Portfolio Framework
2.3.2 Operationalizing the Site Portfolio
2.3.3 Application of the Site Portfolio
2.4 The Coordination Lever
2.4.1 Centralization and Standardization
2.4.2 Information and Knowledge Exchange
2.4.3 Resource Sharing Framework
2.4.4 Incentive System Framework
2.5 Toward Harmonization
2.6 Summary
References
3: Operational Excellence: The St. Gallen Model for Holistic Optimization
3.1 A Refined Definition of Operational Excellence
3.2 An Operationalization of Operational Excellence
3.3 The Technical Components
3.4 The Managerial and Social Components
3.5 Application of the Model: Understanding Real Excellence in a Balanced Way
References
Part II: Managing Manufacturing Site and Network Optimization
4: Managing International Manufacturing Networks in Todayś Business Environment
4.1 Exposure to Environment
4.1.1 Macro Environment
4.1.2 Task Environment
4.2 Success Factors
4.2.1 Improve Network Decision-Making
4.2.2 Define Degree of Centralization and Standardization
4.2.3 Increase Network Flexibility
4.2.4 Mitigate Risks
4.3 Summary
References
5: Unlocking Value with Production Network Optimization: A Strategic Perspective
5.1 Introduction
5.2 Network Capabilities
5.3 Configuration and Coordination
5.4 Network Capabilities as Value Drivers
5.5 Summary
References
6: Deriving a Network Strategy
6.1 Introduction
6.2 Requirement: A Sound Production Strategy
6.3 Network Strategy
6.4 Strategy Context
6.5 Strategy Content
6.6 Strategic Process
6.7 The Alignment of Different (Sub- )Networks at One Site