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Richard Lützner
Former Member
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PublicationType: journal articleJournal: Die VolkswirtschaftVolume: 89Issue: 4
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PublicationIndustrie 4.0 - ein Beitrag zur Entwicklung von "Smart Networks"(Hanser, 2015-07-01)
;Lanza, Gisela ;Schuh, Günther ;Reuter, Christina ;Arndt, Tobias ;Fränken, BastianType: journal articleJournal: ZWF Zeitschrift für wirtschaftlichen FabrikbetriebVolume: 110Issue: 6 -
PublicationManagement of Global Manufacturing NetworksCompanies are facing multiple challenges in a business environment that is currently characterised by increasing competitive pressure and market volatility, by uncertain economic developments and currency fluctuations, and by companies increasingly investing in foreign countries, developing and extending their global footprints. As a result, companies operate global manufacturing networks with sites scattered across the globe. Often, such networks lack a clear manufacturing and network strategy, and companies struggle with management challenges that arise from the global context of those networks. In this paper, we briefly describe the current business environment of today, present current challenges for multi-national companies with regard to the management of manufacturing networks and discuss our holistic approach for the management of global manufacturing networks. To illustrate this approach, a real-life case example will be presented afterwards. Eventually, we will sum up the core ideas of this paper and give an outlook on three topics we view as important for the further development of global network management.Type: conference paper
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PublicationKonzepte - Modelle - Systeme(Carl Hanser, 2014)
;Seghezzi, Hans-Dieter ;Pfeifer, TiloSchmitt, RobertType: book sectionVolume: 6. überarbeitete Auflage 05/2014 -
PublicationManaging Global Pharmaceutical Manufacturing Networks(Springer Berlin Heidelberg, 2013)
;Basu, PrabirWerani, JürgenThis chapter presents both the reasons and a possible approach for tackling the challenges of today's globally dispersed manufacturing networks of pharmaceutical companies. Despite of years of discussions about end-to-end value chains the main activities in production optimization in the pharmaceutical industry are still focused on single plant level. Nevertheless we are sure that the industry will have to follow the example of other more advanced manufacturing industries and systematically address production optimization from a true network perspective in the near future. The content of this chapter will in a first part cover the history of why global companies' manufacturing is scattered around the world, why this development was not managed from a holistic perspective and what problems and challenges arose with that. It will then give several real life examples for difficulties and challenges such companies face and it will describe some targets and the current gaps between the status-quo and these targets. In the second part of this chapter we present some frameworks that can help managers to align site and network level and to systematically close the gap between status quo and the targets. Those frameworks are illustrated with one real life example each. Further we will show some implications for the framework application in the pharmaceutical context. In part three we will sum up the content and close the chapter.Type: book sectionScopus© Citations 11 -
PublicationResponsiveness and Efficiency in Multinational Companies : Shared Factories as an Option for Foreign Market Entries( 2015-05-10)Based on single case study research, we propose a shared factory concept as construct for foreign market entries where one division of a multinational corporation already operates a site in the target market of a second division. The latter benefits from low initial investments, the prior from shared fixed costs.Type: presentation
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PublicationLinkages between Network Capabilities and Manufacturing Network Coordination: An Exploratory Study( 2015-05-10)Following a case study research procedure, we investigated four business units of a multinational corporation to identify the link between network capabilities (Shi and Gregory 1998) and the network's strategic coordination (i.e. degree of centralization and standardization), to develop a descriptive model of linkages between network capabilities and infrastructural levers.Type: presentation