Bài giảng Quản lý Vận hành - Chương 8: Chiến lược vị trí

© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Quản Trị Vận Hành Chiến lược vị trí Chương 8© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Tóm lượcGiới thiệu công ty Tòan cầu : FEDERAL EXPRESSTẦM QUAN TRỌNG CHIẾN LƯỢC CỦA VỊ TRÍCÁC YẾU TỐ Ảnh hưởng ĐẾN CÁC QUYẾT ĐỊNH VỊ TRÍ:Năng suất lao độngTỷ giá và rủi ro của đồng tiền Chi phí Thái độ Tương đồng về thị trường, nhà cung cấp và đối thủ cạnh tranh © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Tóm lược – tiếp tụcPHƯƠNG PHÁP ĐÁNH GIÁ CÁC PHƯƠNG ÁN VỊ TRÍ Phương pháp sắp hạng yếu tố Phân tích điểm hòa vốn vị trí Phương pháp hướng tâm Phương pháp vận tải CHIẾN LƯỢC VỊ TRÍ CHO DỊCH VỤ Lưa chọn Vị trí theo chuỗi khách sạn Công nghiệp Marketing từ xa Các hệ thống thông tin địa lý © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Mục tiêu của việc học chương nàyKhi học xong chương này người học có thể: Hiểu được : Mục tiêu của chiến lược vị trí: Các đặc điểm vị trí tòan cầu Tương đồng về thị trường Hệ thống thông tin địa lý (GIS)Mô tả và Giải thích được :3 phương pháp giải quyết vấn đề về vị trí Các yếu tố ảnh hưởng đến quyết định vị trí © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Federal ExpressNhấn mạnh vào vị trí trung tâmƯu điểm:Dịch đến được nhiều vị trí với số chuyến bay ít hơn Đưa hàng lên các chuyến bay kịp thời hơn Giảm được các chậm trễ và thất lạc do phải trung chuyển các chuyển bay vì công ty chịu trách nhiệm tòan bộ từ khâu nhận – chuyển – phát cho khách hàng © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Mục tiêu của chiến lược vị trí Cực đại lợi ích về vị trí đối với công ty © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Các quyết định về địa điểm trong công nghiệp Tập trung vào Chi phí Doanh thu thay đổi ít giữa hai địa điểm Địa điểm là yếu tố chi phí chính: Ảnh hưởng đến chi phí vẩn chuyển và sản xuất (VD lao động)Chi phí thay đổi đáng kểGiữa các địa điểm © 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Các quyết định về vị trí trong dịch vụ Tập trung vào doanh thuChi phí thay đổi ít giữa các thị trường Vị trí chịu ảnh hưởng chủ yếu bởi doanh thu Ảnh hưởng bởi số lượng khách hàng tiếp xúcẢnh hưởng bởi số lượngDoanh nghiệp © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Căn bản – Các quyết định vị trí Là các quyết định dài hạn Rất khó thay đổi Ảnh hưởng tới chi phí cố định và biến đổi Chi phí vận chuyển Có khi tới 25% của giá bán Các chi phí khác : Thuế, Lương, ...Mục tiêu: Cực đại lợi ích của vị trí đối với doanh nghiệp © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Chuỗi các quyết định về vị trí Country© 1995 Corel Corp.Region/Community© 1995 Corel Corp.Site© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Các tiêu chí lựa chọn © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Các tiêu chí quốc gia Government rules, attitudes, political risk, incentivesCulture & economyMarket locationLabor availability, attitudes, productivity, and costAvailability of supplies, communications, energyExchange rates and currency risks© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Region Location DecisionsCorporate desiresAttractiveness of region (culture, taxes, climate, etc.)Labor, availability, costs, attitudes towards unionsCosts and availability of utilitiesEnvironmental regulations of state and townGovernment incentivesProximity to raw materials & customersLand/construction costs© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Factors Affecting SiteSite size and costAir, rail, highway, and waterway systemsZoning restrictionsNearness of services/supplies neededEnvironmental impact issues© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Location Decision ExampleBMW decided to build its first major manufacturing plant outside Germany in Spartanburg, South Carolina. © 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Country Decision FactorsMarket locationU.S. is world’s largest luxury car marketGrowing (baby boomers)LaborLower manufacturing labor costs$17/hr. (U.S.) vs. $27 (Germany)Higher labor productivity11 holidays (U.S.) vs. 31 (Germany) OtherLower shipping cost ($2,500/car less)New plant & equipment would increase productivity (lower cost/car $2,000-3000)© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Region/Community Decision FactorsLaborLower wages in South Carolina (SC)Government incentives$135 million in state & local tax breaksFree-trade zone from airport to plantNo duties on imported components or on exported cars© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*CSF in Location AnalysisCritical Success FactorsCountry1Country2Country3Country4Technology Rate of technology change Innovations in process design35532115Level of education Number of skilled workers National education rate54413142Political and Legal Aspects Stability of government Product liability laws Export restrictions544533233551© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*CSF in Location Analysis - ContinuedCritical Success FactorsCountry1Country2Country3Country4Total Rating Points50433548Social and Cultural Aspects Similarity in language Work ethic54125341Economic factors Tax rates Inflation Availability of raw materials Interest rates3323354425325555© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Global Competitiveness of CountriesFinland...United States ...Netherlands...Germany...Canada .Japan ....Brazil .. ..Russia ..Ecuador .....Bangladesh ...Honduras ..Bolivia..... 1 2 3 41115355872737475 2001 Ranking© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Ranking CorruptionRankScore1 Finland9.92 Denmark9.53 New Zealand9.44 Singapore9.216 Israel & U.S.A (Tied) 7.621 Japan7.157 China3.579 Russia2.390 Nigeria1.091 Bangladesh0.4A score of 10 represents corruption free© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Organizations That Need To Be Close to MarketsGovernment agenciesPolice & fire departmentsPost OfficeRetail Sales and ServiceFast food restaurants, supermarkets, gas stationsDrug stores, shopping mallsBakeriesServicesDoctors, lawyers, accountants, barbersBanks, auto repair, motels© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Location Evaluation MethodsFactor-rating methodLocational break-even analysisCenter of gravity methodTransportation model© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Factor-Rating MethodMost widely used location techniqueUseful for service & industrial locationsRates locations using factorsTangible (quantitative) factorsExample: Short-run & long-run costsIntangible (qualitative) factorsExample: Education quality, labor skills© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Factors Affecting Location SelectionLabor costs (including wages, unionization, productivity)Labor availability (including attitudes, age, distribution, and skills)Proximity to raw materials and suppliersProximity to marketsGovernment fiscal policies (including incentives, taxes, unemployment compensation)© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Factors Affecting Location Selection - ContinuedEnvironmental regulationsUtilities (including gas, electric, water, and their costs)Site costs (including land, expansion, parking, drainage)Transportation availability (including rail, air, water, and interstate roads)© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Factors Affecting Location Selection - ContinuedQuality-of-life issues in the community (including all levels of education, cost of living, health care, sports, cultural activities, transportation, housing, entertainment, religious facilities)Foreign exchange Including rates and stabilityQuality of government (including stability, honesty, attitudes toward new business - whether overseas or local)© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Steps in Factor Rating MethodList relevant factorsAssign importance weight to each factor (such as 0 – 1)Develop scale for each factor (such as 1 – 100) Score each location using factor scaleMultiply scores by weights for each factor & totalSelect location with maximum total score© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Method of cost-volume analysis used for industrial locationsStepsDetermine fixed & variable costs for each locationPlot total cost for each location (Cost on vertical axis, Annual Volume on horizontal axis)Select location with lowest total cost for expected production volumeMust be above break-evenLocational Break-Even Analysis© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Locational Break-Even Analysis ExampleYou’re an analyst for AC Delco. You’re considering a new manufacturing plant in Akron, Bowling Green, or Chicago. Fixed costs per year are $30k, $60k, & $110k respectively. Variable costs per case are $75, $45, & $25 respectively. The price per case is $120. What is the best location for an expected volume of 2,000 cases per year?© 1995 Corel Corp.© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Locational Break-Even Crossover Chart050000100000150000200000050010001500200025003000VolumeAnnual CostAkronChicagoBowling GreenBowling Green lowest costChicago lowest costAkron lowest cost© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Center of Gravity MethodFinds location of single distribution center serving several destinationsUsed primarily for servicesConsidersLocation of existing destinations Example: Markets, retailers etc.Volume to be shippedShipping distance (or cost)Shipping cost/unit/mile is constant © 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Center of Gravity Method StepsPlace existing locations on a coordinate gridGrid has arbitrary origin & scale Maintains relative distances Calculate X & Y coordinates for ‘center of gravity’Gives location of distribution centerMinimizes transportation cost© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Center of Gravity Method Equationsdix = x coordinate of location iWi = Volume of goods moved to or from location i diy = y coordinate of location iX CoordinateY Coordinate© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Coordinate Locations of Four Quain’s Department Stores and the Center of Gravity© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Transportation ModelFinds amount to be shipped from several sources to several destinationsUsed primarily for industrial locationsType of linear programming modelObjective: Minimize total production & shipping costsConstraintsProduction capacity at source (factory)Demand requirement at destination© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Worldwide Distribution of Volkswagens and Parts© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Components of Volume and Revenue for a Service Firm1. Purchasing power of customer drawing area2. Service and image compatibility with demographics of the customer drawing area3. Competition in the area4. Quality of the competition5. Uniqueness of the firm’s and competitor’s locations6. Physical qualities of facilities and neighboring businesses7. Operating policies of the firm8. Quality of management© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Location Strategies – Service vs. IndustrialService/Retail/Professional Revenue FocusVolume/revenueDrawing area, purchasing powerCompetition; advertising/pricingPhysical qualityParking/access; security/ lighting; appearance/imageCost determinantsRentManagement caliberOperations policies (hours, wage rates)Goods-Producing LocationCost FocusTangible costsTransportation cost of raw materialsShipment cost of finished goodsEnergy and utility cost; labor; raw material; taxes, etc.Intangible and future costsAttitude toward unionQuality of lifeEducation expenditures by stateQuality of state and local government© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Location Strategies –Service vs. IndustrialService/Retail/Professional TechniquesRegression models to determine importance of various factorsFactor-rating methodTraffic countsDemographic analysis of drawing areaPurchasing power analysis of drawing areaCenter of gravity methodGeographic information systemsGoods Producing LocationTechniquesLinear Programming (Transportation method)Factor-rating methodLocational breakeven analysisCrossover charts© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Location Strategies –Service vs. IndustrialService/Retail/Professional AssumptionsLocation is a major determinate of revenueHigh customer-contact issues are criticalCosts are relatively constant for a given area; therefore, the revenue function is criticalGoods-Producing LocationAssumptionsLocation is a major determinate of costMost major costs can be identified explicitly for each siteLow customer contact allows focus on identifiable costsIntangible costs can be evaluated© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Major Methods of Solving Location ProblemsWeighted methods which:Assign weights and points to various factorsDetermine tangible costsInvestigate intangible costsCenter of Gravity MethodFind best distribution center locationLocation breakeven methodsSpecial case of breakeven analysisTransportation methodA specialized linear programming method© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Telemarketing and Internet IndustriesRequire neither face-to-face contact with customers (or employees) nor movement of materialPresents a whole new perspective on the location problem© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Geographic Information SystemsNew tool to help in location analysisEnables combination of many parameters© 2004 by Prentice Hall, Inc., Upper Saddle River, N.J. 074588-*Final ThoughtThe ideal location for many companies in the future will be a floating factory ship that will go from port to port, from country to country – wherever cost per unit is lowest. © 1995 Corel Corp.