Globalization and Emerging Markets Abstract In pursuit of refreshful revenue opportunities and lower-cost trading operations, manufacturers around the world are creating ever-more exhausting global ne tworks of sourcing, manufacturing, marketing, sales, and service, and interrogation and festering activities. Over the last two years, we have monitored the development of such networks through our global bench mark studies of the global operations of nearly 800 manufacturers based in sum America, Western Europe, fundamental and Eastern Europe, South Africa, and Asia-Pacific. These companies represent a broad black market of industries, including consumer business, automotive, hightech, diversified industrials, pharmaceuticals, and the chemical put to work sector, and together account for to the highest degree $1 trillion in global sales.1 Our research finds that near companies have made itsy-bitsy progress in optimizing their operations from a global perspective.
preferably than take a holistic view in the expanding upon and optimisation of their global networks - the complex web of suppliers, production and R& axerophthol;D facilities, dissemination centers, sales subsidiaries, channel partners, and customers, and flows of goods, services, information, and finance that conjoin them - close global manufacturers focus on fixing individual pieces of the network. In outrage of launching many improvement initiatives across their global operations, most are overwhelmed by increasing strategical and operational complexness. And the complexity will only increase as companies t heir global expansion efforts - as research ! indicates they will. The problem is that those who let their global trail grow without continuously determining how the various pieces of their operations should be redesigned, rationalized and optimized unwittingly build in grand redundant be while losing opportunities for higher growth and profits.If you insufficiency to get a full essay, order it on our website: OrderCustomPaper.com
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