留学生assignment结构:Managing Resources for Global Competition

发布时间:2022-03-18 13:37:12 论文编辑:zhenzhen1116

本文是留学生assignment范例,题目是“Managing Resources for Global Competition(为全球竞争管理资源)”,Caterpillar公司是一家通过全球经销商网络设计、开发、工程、制造、销售机械、发动机、金融产品和保险的跨国公司。它是世界上最大的建筑设备制造商。卡特彼勒是一家上市公司,在大约180个国家拥有500多个制造和服务地点(麦当劳,2018年)。


Abstract 摘要

Caterpillar Incorporated is a multinational firm that designs, develops, engineers, manufactures, markets, and sells machinery, engines, financial products, and insurance to customers via a worldwide dealer network. It is the world's largest construction equipment manufacturer. Caterpillar is a publicly-traded company with over 500 manufacturing and servicing locations in approximately 180 countries (McDonald, 2018).

In assessing their internal capabilities and limitations concerning its current operations, including the organizational, infrastructural, global, and human aspects, I would review the following SWOT analysis of the company as a starting point of the study.



1.Expansion or Business Development Opportunities拓展或商业发展机会

“In pursuing our business strategy, we routinely evaluate targets and enter into agreements regarding possible acquisitions, divestitures, and joint ventures. We often compete with others for the same opportunities. To be successful, we conduct due diligence to identify valuation issues and potential loss contingencies, negotiate transaction terms, complete complex transactions and manage post-closing matters such as the integration of acquired businesses”(Annual Reports, 2018). This due diligence process in strategic planning helps Caterpillar manage risks involved in an expansion or acquisition and concerning the valuation calculations based on cash-flows.


It is this ability that allows Caterpillar to focus on the operations that are profitable and invest the capital to where it will generate the highest ROI and market share growth. I see a significant opening for Caterpillar to increase its presence in the APAC area to take advantage of logistical cost-saving, sourcing, and proximity to innovation centers in Japan, China, and Korea. A factor rating of the three countries for expansion resulted in this summary of South Korea’s results, China scored, 56, and Japan scored 63 with the resulting factor rating matrix:

China was ruled out for expansion because of current trade pressures with the US, and Japan was skipped because of cost, Korea offers a more cost-efficient and secure investment, its proximity to China although presents aggregate opportunities for procurement and sourcing, reducing lead-time, total cost and at more sustainable level by reducing supply chain carbon footprint. Furthermore, Korea’s maritime capabilities make it an excellent nexus for as a transloading point with manufacturing, assembly, and parts distribution operations to serve Caterpillar’s global strategic plans, offering a differentiated assortment of products and services, competitive and sustainable.

2.Cost Saving成本节约

To positively affect costs, lead times, and to maintain optimal stocks, this facility will leverage the firm’s global procurement footprint and lean supply to reduce or eliminate buffer stocks and lead-times. Caterpillar’s current supply chain operates with high visibility and a high level of collaboration with its vendors, dealerships, and service centers to manage demand efficiently. The Korea location will establish a customer pull strategy implementing a Kanban system to reduce inventory levels and matching the need determined by the customer instead of using standard MRP systems planning, which push production rather than allowing the customer’s demand to signal manufacturing and assembly.


Using JIT inventory management, this facility will reduce safety stocks to a minimum, but at optimal levels to meet customer demand. “The underlying JIT philosophy is to produce or supply whatever is needed, wherever needed, and whenever required, just in time with almost no inventories to be maintained” (Vrat, 2014).

“Our global operations are dependent upon products manufactured, purchased, and sold in the U.S. and internationally, including in countries with political and economic instability or uncertainty… Operating in different regions and countries expose us to a number of risks”(Annual Reports, 2018).

3.External Threats外部威胁

Revisiting the SWOT analysis of Caterpillar, the Threat quadrant listed:Trade wars, tariffs,  quotas and trade agreements that may impact operations;Uncertainty in economic outlook on a global scale, financial sensitivity;Geopolitical tensions may create supply chain difficulties.Price sensitivity on resources or shortages of raw materials.Due to the worldwide dependence that Caterpillar has on international sales and revenue, the Weakness quadrant of the SWOT analysis needs to be discussed due to the scope of Caterpillar’s global footprint.


4.Company Assessment公司评估

“Caterpillar made the paradigm transformation to becoming a lean Six Sigma organization in the early 2000s by selecting, training and then deploying, master, black and green belt Six Sigma levels cross-functionally, They began to employ proven project and change management processes to implement and create value by engaging in projects aligned with overall business strategies to leverage six sigma as an enabler” (Garcia, A., 2008).

“Caterpillar在21世纪初通过选择,培训,然后部署,掌握,黑绿带六西格玛的跨职能,实现了向精益六西格玛组织的范式转变,他们开始采用经过验证的项目和变更管理过程来实施和创造价值,通过参与与整体商业战略相结合的项目,利用六西格玛作为使能器”(Garcia, A., 2008)。

5.ISO Standards ISO标准

Caterpillar’s transformation is ongoing nearly twenty years later; during this time, they launched an initiative to implement an enterprise-wide system known as the Caterpillar Production System. Based on Taichi Ohno’s Toyota Production System employed at Toyota, “CPS is the common Order-to-Delivery process that was implemented, enterprise-wide to achieve people, quality, velocity, and cost goals…embracing lean manufacturing concepts such as reducing waste, Poka Yoke, standard work, visual factory, continuous improvement, quick change over, pull, among others.

Caterpillar的转型已经持续了近20年;在此期间,他们发起了一项倡议,实施一个企业范围内的系统,称为毛毛虫生产系统。基于Taichi Ohno在丰田公司使用的丰田生产系统,“CPS是通用的订单交付过程,在企业范围内实现人员、质量、速度和成本目标……包括精益生产理念,如减少浪费、Poka Yoke、标准工作、视觉工厂、持续改进,快速切换,拉,等等。

CPS was not only implemented in the factory operations but also other functions such as product design, purchasing, supply chain, and quality “ (Ranjanis, 2013).

6.TQM and ISO 9000 Benchmarks TQM和ISO 9000基准

The Caterpillar Production System (CPS) meshes Lean manufacturing practices, Six Sigma process, and design analysis, Operational Excellence strategy to sustain the TQM practices enterprise-wide at ISO standards. The CPS is the driving factor in Caterpillar’s operational management and strategic efforts by focusing on the following processes.


The result of the implementation of the CPS, a cultural change has occurred at Caterpillar Inc., making the firm more competitive, sustainable, safe, and known globally for quality. They have successfully meshed ISO standards and TQM practices to maintain a leadership position in quality, customer service with a differentiated product and service assortment (Quality Management, 2018).

A large firm that does custom, at world-class levels that can respond to market or economic conditions quickly anywhere on the globe. Caterpillar uses internal and external benchmarking to compare its safety, quality, and sustainability practices to industry competitors and large multinational enterprises in every strategic business unit to sustain world-class operations.