Bài giảng Chiến lược điều hành trong bối cảnh tòan cầu

Chiến lược điều hành trong bối cảnh tòan cầu Tạ Thị Bích Thủy MSc. SOAS, University of London Giảng viên chính – Đại học Kinh tế Tp. Hồ Chí Minh Email: tathuy60@gmail.com/tathuy60@yahoo.com Nội dung  Ví dụ về chiến lược của các công ty toàn cầu.  Sứ mệnh và chiến lược.  Chiến lược quản trị vận hành trong bối cảnh toàn cầu.  Lợi thế cạnh tranh thông qua vận hành.  Mười quyết định chiến lược vận hành.  Những vấn đề trong chiến lược vận hành.  Phát triển & thực hiện chiến lược vận hành.  Những lựa chọn trong chiến lược quản trị vận hành toàn cầu. Mục tiêu  Xác định được sứ mệnh và chiến lược.  Nhận biết và giải thích 3 cách tiếp cận chiến lược để có được lợi thế cạnh tranh.  Nhận biết và hiểu được 10 quyết định quan trọng trong quản trị vận hành.  Nhận biết và giải thích được 4 lựa chọn chiến lược vận hành tòan cầu. Baøi taäp nhoùm: Anh chò haõy moâ taû vaø giaûi thích sô ñoà “Moâ hình chieán löôïc ñieàu haønh” cuûa Schroeder. Vaän duïng moâ hình treân ñeå xaây döïng chieán löôïc ñieàu haønh cho moät doanh nghieäp cuï theå. Moâ hình chieán löôïc ñieàu haønh cuûa Schroeder Caùc quyeát ñònh ñieàu haønh phuø hôïp Phaân tích beân trong Phaân tích beân ngoaøi Nhieäm vuï/Söù maïng Khaû naêng/naêng löïc ñaëc bieät Muïc tieâu (chiphí,chaátlöôïng,söïlinhhoaït,giaohaøng) Chính saùch (qua ùtrình,heä thoáng chaát löôïng, naêng löïc,khaû naêng,vaø döï tröõ.) Chieán löôïc ñieàu haønh Chieán löôïc coâng ty, vaø chieán löôïc KD Caùc chieán löôïc chöùc naêng veà marketing, taøi chính, coâng ngheä, nguoàn löïc, vaø heä thoáng thoâng tin Keát quaû (Schroeder, Roger G. 2003) Chieán löôïc ñieàu haønh laø gì?  Operation strategy is a strategy for the operations function that is linked to the business strategy and other functional strategies, leading to a competitive advantage for the firm  Operation strategy should be guided by the business strategy and should result in a consistent pattern in decisions [Hayes and Wheelwright (1984)] Caùc muïc tieâu trong chieán löôïc ñieàu haønh  Hieäu quaû chi phí (Cost efficiency)  Chaát löôïng (Quality)  Thôøi gian thöïc hieän/ giao haøng (Delivery)  Tính linh hoaït (Flexibility) Öu tieân caïnh tranh Chi phí 1. Ñieàu haønh coù chi phí thaáp (Low-cost operations) Chaát löôïng 2. Chaát löôïng toát nhaát (Top quality) 3. Chaát löôïng oån ñònh (Consistent quality) Thôøi gian 4. Toác ñoä thöïc hieän (Delivery speed) 5. Giao haøng ñuùng heïn (On-time delivery) 6. Toác ñoä phaùt trieån (Development speed) Söï linh hoaït 7. Ñaùp öùng nhu caàu (Customization) 8. Ña daïng (Variety) 9. Linh hoaït veà soá löôïng (Volume flexibility) Ví duï: Caùc muïc tieâu ñieàu haønh chuû yeáu (1)  Muïc tieâu Naêm hieän taïi 5 naêm tôùi Ñoái thuû caïnh tranh hieän taïi  Chi phí:  Chi phí saûn xuaát (% treân doanh thu)  Soá voøng quay haøng toàn kho (voøng)  Chaát löôïng:  Söï thoaû maõn cuûa khaùch haøng veà saûn phaåm (%)  Tyû leä pheá lieäu, pheá phaåm (%)  Chi phí baûo haønh (% treân doanh thu) 55% 4,1 85% 3% 1% 52% 5,2 99% 1% 0,5% 50% 5,0 95% 1% 1% Ví duï: Caùc muïc tieâu ñieàu haønh chuû yeáu (2) Muïc tieâu Naêm hieän taïi 5 naêm tôùi Ñoái thuû caïnh tranh hieän taïi  Giao haøng  Phaàn traêm ñôn haøng ñöôïc thöïc hieän  Thôøi gian thöïc hieän ñôn haøng  Söï linh hoaït  Thôøi gian giôùi thieäu saûn phaåm môùi  Thôøi gian caàn thieát ñeå thay ñoåi coâng suaát ±20% 90% 3 tuaàn 10 thaùng 3 thaùng 95% 1 tuaàn 6 thaùng 3 thaùng 95% 3 tuaàn 8 thaùng 3 thaùng Chính saùch ñieàu haønh  Neâu roõ caùch thöùc ñeå ñaït ñöôïc muïc tieâu  Chính saùch ñieàu haønh lieân quan ñeán 4 laõnh vöïc quyeát ñònh quan troïng : + Chính saùch lieân quan ñeán quaù trình + Chính saùch lieân quan ñeán chaát löôïng + Chính saùch lieân quan ñeán naêng löïc/coâng suaát + Chính saùch lieân quan ñeán döï tröõ Ví duï veà nhöõng chính saùch quan troïng trong ñieàu haønh (1) Loaïi chính saùch Phaïm vi chính saùch Löïa choïn chieán löôïc Quaù trình  Môû roäng vieäc thöïc hieän töï ñoäng hoaù quaù trình  Ñöôøng ñi cuûa quaù trình  Chuyeân moân hoaù coâng vieäc  Giaùm saùt  Töï laøm hay mua  Laøm baèng tay hay laøm baèng maùy  Linh hoaït hay töï ñoäng hoaù nhöõng quaù trình quan troïng  SX theo döï aùn, theo loaït, theo daây chuyeàn hay lieân tuïc  Chuyeân moân hoaù cao hay thaáp  Taäp trung hay phaân taùn Ví duï veà nhöõng chính saùch quan troïng trong ñieàu haønh (2) Loaïi chính saùch Phaïm vi chính saùch Löïa choïn chieán löôïc  Chaát löôïng  Caùch tieáp caän  Ñaøo taïo  Caùc nhaø cung caáp  Phoøng ngöøa hay khaéc phuïc  Ñaøo taïo veà quaûn lyù hay veà kyõ thuaät  Ñöôïc löïa choïn döïa vaøo chaát löôïng hay chi phí Ví duï veà nhöõng chính saùch quan troïng trong ñieàu haønh (3) Loaïi chính saùch Phaïm vi chính saùch Löïa choïn chieán löôïc  Naêng löïc/ Khaû naêng  Qui moâ cuûa phöông tieän Ñòa ñieåm  Ñaàu tö  Moät phöông tieän lôùn hay nhieàu phöông tieän nhoû  Gaàn thò tröôøng, chi phí thaáp hay ôû nöôùc ngoaøi  Ñaàu tö daøi haïn hay taïm thôøi Ví duï veà nhöõng chính saùch quan troïng trong ñieàu haønh (4) Loaïi chính saùch Phaïm vi chính saùch Löïa choïn chieán löôïc  Döï tröõ  Soá löôïng  Phaân phoái  Heä thoáng kieåm soaùt  Möùc döï tröõ cao hay thaáp  Kho haøng taäp trung hay phaân taùn  Kieåm soùat thöôøng xuyeânhay khoâng thöôøng xuyeân Moái quan heä giöõa chieán löôïc kinh doanh vaø chieán löôïc ñieàu haønh Löïa choïn chieán löôïc  Chieán löôïc A: Chieán löôïc daãn ñaàu baèng chi phí thaáp nhôø tính vöôït troäi trong ñieàu haønh (Product imitator or operarional exellence)  Chieán löôïc B: Ñoåi môùi saûn phaåm (Product innovator or product leadership) Löïa choïn chieán löôïc (1) Chieán löôïc A Chieán löôïc B  Ñieàu kieän thò tröôøng  Nhaïy caûm veà giaù  Thò tröôøng ñaõ chín muoài  Khoái löôïng lôùn  Tieâu chuaån hoaù  Nhaïy caûm veà ñaëc tính saûn phaåm  Thò tröôøng môùi noåi leân  Khoái löôïng nhoû  Saûn phaåm theo yeâu caàu cuûa kh/haøng Chieán löôïc KD Noäi dung Löïa choïn chieán löôïc (2) Chieán löôïc A Chieán löôïc B  Söù maïng ñieàu haønh  Nhaán maïnh ñeán chi phí thaáp cho saûn phaåm ñaõ chín muoài  Nhaán maïnh ñeán söï linh hoaït cho vieäc giôùi thieäu saûn phaåm môùi Chieán löôïc KD Noäi dung Löïa choïn chieán löôïc (3) Chieán löôïc A Chieán löôïc B  Khaû naêng vöôït troäi  Chi phí thaáp nhôø söû duïng coâng ngheä môùi hôn, tieán boä hôn  Giôùi thieäu saûn phaåm môùi tin caäy vaø nhanh hôn thoâng qua caùc nhoùm saûn phaåm vaø thöïc hieän töï ñoäng hoaù linh hoaït Chieán löôïc KD Noäi dung Löïa choïn chieán löôïc (4) Chieán löôïc A Chieán löôïc B  Chính saùch ñieàu haønh  Tính hôn haún veà caùc quaù trình  Chuyeân veà töï ñoäng hoaù  Phaûn öùng vôùi söï thay ñoåi chaäm  Tính kinh teá nhôø qui moâ  Lieân quan ñeán löïc löôïng lao ñoäng  Söï hôn haún veà ñaëc tính cuûa caùc saûn phaåm môùi  Töï ñoäng hoaù linh hoaït  Phaûn öùng nhanh ñoái vôùi söï thay ñoåi  Tính kinh teá nhôø söï ña daïng  Söû duïng caùc nhoùm phaùt trieån saûn phaåm môùi Chieán löôïc KD Noäi dung Löïa choïn chieán löôïc (5) Chieán löôïc A Chieán löôïc B  Chieán löôïc veà marketing  Phaân phoái soá nhieàu  Doanh thu oån ñònh  Toái ña hoaù cô hoäi veà doanh thu  Löïc löôïng baùn haøng ñoâng vaø roäng khaép  Phaân phoùi coù choïn loïc  Phaùt trieån thò tröôøng môùi  Thieát keá saûn phaåm  Doanh thu coù ñöôïc nhôø vaøo caùc ñaïi lyù Chieán löôïc KD Noäi dung Löïa choïn chieán löôïc (6) Chieán löôïc A Chieán löôïc B  Chieán löôïc veà taøi chính  Ruûi ro thaáp  Lôïi nhuaän caän bieân thaáp  Ruûi ro cao hôn  Lôïi nhuaän caän bieân cao hôn Chieán löôïc KD Noäi dung MASS CUSTOMISATION Tư vấn Giáo dục qua internet Xây dựng Siêu thị Máy tính SX tivi C h i p h í/ T h ờ i g ia n th ự c h iệ n Mức độ thoả mãn nhu cầu khách hàngThấp Cao Thấp/ Ngắn Cao/Dài SX theo đơn hàng (MTO) SX để tồn kho (MTS) Lắp ráp theo đơn hàng CUSTOMISATION Khối lượng Lựa chọn chiến lược thoả mãn nhu cầu khách hàng Caùc loaïi chieán löôïc taäp trung  Taäp trung vaøo saûn phaåm (Product focus)  Taäp trung vaøo loaïi quaù trình (Process type)  Taäp trung vaøo coâng ngheä (Technology)  Taäp trung vaøo khoái löôïng tieâu thuï (Volume of sales)  Taäp trung vaøo sx ñeå döï tröõ vaø laøm theo ñôn ñaët haøng (Make-to-stock and make-to-order)  Taäp trung vaøo saûn phaåm môùi vaø saûn phaåm ñaõ chín muoài (New products and mature products) Reasons to Globalize Reasons to Globalize 1. Reduce costs (labor, taxes, tariffs, etc.) 2. Improve supply chain 3. Provide better goods and services 4. Understand markets 5. Learn to improve operations 6. Attract and retain global talent Tangible Reasons Intangible Reasons Reduce Costs  Foreign locations with lower wage rates can lower direct and indirect costs  Maquiladoras  World Trade Organization (WTO)  North American Free Trade Agreement (NAFTA)  APEC, SEATO, MERCOSUR  European Union (EU) Improve the Supply Chain  Locating facilities closer to unique resources  Auto design to California  Athletic shoe production to China  Perfume manufacturing in France Provide Better Goods and Services  Objective and subjective characteristics of goods and services  On-time deliveries  Cultural variables  Improved customer service Understand Markets  Interacting with foreign customers and suppliers can lead to new opportunities  Cell phone design from Europe  Cell phone fads from Japan  Extend the product life cycle Learn to Improve Operations  Remain open to the free flow of ideas  General Motors partnered with a Japanese auto manufacturer to learn  Equipment and layout have been improved using Scandinavian ergonomic competence Developing Missions and Strategies Mission statements tell an organization where it is going The Strategy tells the organization how to get there Mission Mission - where are you going? Organization’s purpose for being Answers ‘What do we provide society?’ Provides boundaries and focus Ví dụ: UEH Mission: The University of Economics Ho Chi Minh City is a higher educational institution where students can find highly qualified academic programmes in the science of economics and business administration. Vision: By the year 2020, UEH will become one of the most reliable and prestigious centres for education, research and consultancy in the science of economics and business administration in Asia. Benefit to Society Mission Factors Affecting Mission Philosophy and Values Profitability and GrowthEnvironment Customers Public Image Strategic Process Marketing Operations Finance/ Accounting Functional Area Missions Organization’s Mission Strategy  Action plan to achieve mission  Functional areas have strategies  Strategies exploit opportunities and strengths, neutralize threats, and avoid weaknesses Strategies for Competitive Advantage  Differentiation – better, or at least different  Cost leadership – cheaper  Response – rapid response Competing on Differentiation Uniqueness can go beyond both the physical characteristics and service attributes to encompass everything that impacts customer’s perception of value  Safeskin gloves – leading edge products  Walt Disney Magic Kingdom – experience differentiation  Hard Rock Cafe – dining experience Competing on Cost Provide the maximum value as perceived by customer. Does not imply low quality.  Southwest Airlines – secondary airports, no frills service, efficient utilization of equipment  Wal-Mart – small overheads, shrinkage, distribution costs  Franz Colruyt – no bags, low light, no music, doors on freezers Competing on Response  Flexibility is matching market changes in design innovation and volumes  Institutionalization at Hewlett-Packard  Reliability is meeting schedules  German machine industry  Timeliness is quickness in design, production, and delivery  Johnson Electric, Bennigan’s, Motorola 10 Strategic OM Decisions 1. Goods and service design 2. Quality 3. Process and capacity design 4. Location selection 5. Layout design 6. Human resources and job design 7. Supply chain management 8. Inventory 9. Scheduling 10. Maintenance Goods and Services and the 10 OM Decisions Operations Decisions Goods Services Goods and service design Product is usually tangible Product is not tangible Quality Many objective standards Many subjective standards Process and capacity design Customers not involved Customer may be directly involved Capacity must match demand Table 2.1 Goods and Services and the 10 OM Decisions Operations Decisions Goods Services Location selection Near raw materials and labor Near customers Layout design Production efficiency Enhances product and production Human resources and job design Technical skills, consistent labor standards, output based wages Interact with customers, labor standards vary Table 2.1 Goods and Services and the 10 OM Decisions Operations Decisions Goods Services Supply chain Relationship critical to final product Important, but may not be critical Inventory Raw materials, work-in-process, and finished goods may be held Cannot be stored Scheduling Level schedules possible Meet immediate customer demand Table 2.1 Goods and Services and the 10 OM Decisions Operations Decisions Goods Services Maintenance Often preventive and takes place at production site Often “repair” and takes place at customer’s site Table 2.1 Managing Global Service Operations  Capacity planning  Location planning  Facilities design and layout  Scheduling Requires a different perspective on: Process Design Low Moderate High Volume High Moderate Low V a ri e ty o f P ro d u c ts Process-focused JOB SHOPS (Print shop, emergency room, machine shop, fine- dining restaurant) Repetitive (modular) focus ASSEMBLY LINE (Cars, appliances, TVs, fast-food restaurants) Product focused CONTINUOUS (steel, beer, paper, bread, institutional kitchen) Mass Customization Customization at high Volume (Dell Computer’s PC, cafeteria) Issues In Operations Strategy  Research about effective operations management strategies  Preconditions for developing effective OM strategies  The dynamics of OM strategy development Elements of Operations Management Strategy  Low-cost product  Product-line breadth  Technical superiority  Product characteristics/differentiation  Continuing product innovation  Low-price/high-value offerings  Efficient, flexible operations adaptable to consumers  Engineering research development  Location  Scheduling Preconditions  Strengths and weaknesses of competitors and possible new entrants into the market  Current and prospective environmental, technological, legal, and economic issues  The product life cycle  Resources available within the firm and within the OM function  Integration of OM strategy with company’s strategy and with other functional areas One must understand: Dynamics of Strategic Change  Changes within the organization  Personnel  Finance  Technology  Product life  Changes in the environment Product Life Cycle Best period to increase market share R&D engineering is critical Practical to change price or quality image Strengthen niche Poor time to change image, price, or quality Competitive costs become critical Defend market position Cost control critical Introduction Growth Maturity Decline C o m p a n y S tr a te g y /I s s u e s Figure 2.5 Internet search engines Sales Xbox 360 Drive-through restaurants CD-ROMs 3 1/2” Floppy disks LCD & plasma TVs Analog TVs iPods Product Life Cycle Product design and development critical Frequent product and process design changes Short production runs High production costs Limited models Attention to quality Introduction Growth Maturity Decline O M S tr a te g y /I s s u e s Forecasting critical Product and process reliability Competitive product improvements and options Increase capacity Shift toward product focus Enhance distribution Standardization Less rapid product changes – more minor changes Optimum capacity Increasing stability of process Long production runs Product improvement and cost cutting Little product differentiation Cost minimization Overcapacity in the industry Prune line to eliminate items not returning good margin Reduce capacity Figure 2.5 Strategy Analysis SWOT Analysis Internal Strengths Internal Weaknesses External Opportunities External Threats Mission Strategy Development Process Determine Corporate Mission State the reason for the firm’s existence and identify the value it wishes to create. Form a Strategy Build a competitive advantage, such as low price, design, or volume flexibility, quality, quick delivery, dependability, after-sale service, broad product lines. Environmental Analysis Identify the strengths, weaknesses, opportunities, and threats. Understand the environment, customers, industry, and competitors. Figure 2.6 Four International Operations Strategies C o s t R e d u c ti o n C o n s id e ra ti o n s High Low HighLow Local Responsiveness Considerations (Quick Response and/or Differentiation)  Standardized product  Economies of scale  Cross-cultural learning Examples Texas Instruments Caterpillar Otis Elevator Global Strategy Transnational Strategy  Move material, people, ideas across national boundaries  Economies of scale  Cross-cultural learning Examples Coca-Cola Nestlé International Strategy  Import/export or license existing product Examples U.S. Steel Harley Davidson Multidomestic Strategy  Use existing domestic model globally  Franchise, joint ventures, subsidiaries Examples Heinz The Body Shop McDonald’s Hard Rock Cafe Tài liệu tham khảo 1. Jay Heizer, Barry Render: Principles of Operations Management. Ninth Edition. Prentice Hall. Upper Saddle River, NJ, 2008. ISBN- 978-0-13-501371. 2. Roger G.,(2003), Operations Management: Contemporary Concepts and Cases, Second Edition: McGraw Hill/Irwin