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Thematische Bibliographien / Sourcing and global sourcing

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Zeitschriftenartikel
Dissertationen
Bücher
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Berichte der Organisationen

Auswahl der wissenschaftlichen Literatur zum Thema „Sourcing and global sourcing“

Autor: Grafiati

Veröffentlicht am 29. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Sourcing and global sourcing"

1

Antràs, Pol, und Elhanan Helpman. „Global Sourcing“. Journal of Political Economy 112, Nr. 3 (Juni 2004): 552–80. http://dx.doi.org/10.1086/383099.

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2

Allon und Van Mieghem. „The Mexico-China Sourcing Game: Teaching Global Dual Sourcing“. INFORMS Transactions on Education 10, Nr. 3 (2010): 105–12. http://dx.doi.org/10.1287/ited.1090.0045.

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Allon, Gad, und Jan A. Van Mieghem. „The Mexico-China Sourcing Game: Teaching Global Dual Sourcing“. INFORMS Transactions on Education 10, Nr. 3 (Mai 2010): 105–12. http://dx.doi.org/10.1287/ited.1100.0045.

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4

Strozek, Adam, Christian Bakker und Victor Sanchez. „Kostenreduzierung durch Global Sourcing“. ZWF Zeitschrift für wirtschaftlichen Fabrikbetrieb 104, Nr. 6 (28.06.2009): 518–22. http://dx.doi.org/10.3139/104.110106.

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5

Steinle, Claus, und Holger Schiele. „Limits to global sourcing?“ Journal of Purchasing and Supply Management 14, Nr. 1 (März 2008): 3–14. http://dx.doi.org/10.1016/j.pursup.2008.01.001.

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6

Trent, Robert J., und Robert M. Monczka. „Understanding integrated global sourcing“. International Journal of Physical Distribution & Logistics Management 33, Nr. 7 (September 2003): 607–29. http://dx.doi.org/10.1108/09600030310499286.

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7

Nunes, Moema Pereira. „Insights of the Strategic Approach of Global Sourcing and the Modes of International Sourcing Strategies“. International Business Research 9, Nr. 9 (09.08.2016): 134. http://dx.doi.org/10.5539/ibr.v9n9p134.

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<p>The modes of international sourcing entry strategies still an unusual research topic in International Business. The different entry modes still not well investigate in the literature. The increase in the research related with Global Sourcing reveal the importance to deeply investigate this subject. Recent research investigated the International Purchasing Offices as part of Global Sourcing. Other modes of international sourcing entry modes still not analyzed with the Global Sourcing and International Sourcing approaches. This article aims to investigate how the conceptual models of Global Sourcing and the modes of international sourcing entry strategies can be integrated. A literature review was made in order to develop this analysis. As a result, we present a set of entry modes that can be related with international sourcing and another list related with Global Sourcing. Though this article is limited by its theoretical approach, the model proposed here could be used to an empirical research.</p>

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Arrigo, Elisa. „Global Sourcing in Fast Fashion Retailers: Sourcing Locations and Sustainability Considerations“. Sustainability 12, Nr. 2 (09.01.2020): 508. http://dx.doi.org/10.3390/su12020508.

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For decades, apparel companies have profited from moving their manufacturing to low-cost countries and several academic studies have focused on understanding whether low-cost locations could support optimal supply chain configurations. However, the exploitation of resources in foreign sourcing countries often resulted in many environmental and social issues and apparel companies became progressively more concerned about the negative exposure that they could face with a limited supply chain transparency. Therefore, this paper aims at investigating global sourcing strategies of fast fashion retailers in order to understand whether the decision criteria influencing sourcing locations have changed over time to also embrace sustainability considerations. Drawing on a literature review on sustainability in fashion supply chains, offshore outsourcing, and fast fashion global sourcing, a new theoretical framework concerning fast fashion retailers’ sourcing locations is proposed together with a content analysis of their reports. The findings show that fast fashion retailers identify sustainability as a key element to consider in selecting sourcing locations since sustainability issues at suppliers’ factories may represent relevant hidden costs. Moreover, actions aimed at checking and improving sustainable practices in global sourcing policies are proven to support the development of a strategic sourcing reputation for their fast fashion brands.

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Sachdeva, S. K. „Global Sourcing and Global Manufacturing Competitiveness“. Paradigm 1, Nr. 2 (Januar 1998): 100–108. http://dx.doi.org/10.1177/0971890719980216.

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We are at the beginning of a major change in global economy. The decade will see increasing polarisation of super regional trade agreements. With increasing world trade great opportunities are developing thrust on global manufacturing competitiveness and formation of international, multinational and transnational firms percolating various aspects of glolml sourcing for achieving internationalisation in their operations with utilisation of local resources and creating source partnering throughout the world.

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Su, Jin, und Vidyaranya B. Gargeya. „Strategic sourcing, sourcing capability and firm performance in the US textile and apparel industry“. Strategic Outsourcing: An International Journal 5, Nr. 2 (22.06.2012): 145–65. http://dx.doi.org/10.1108/17538291211257592.

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PurposeWith the intense competition in the global textile and apparel industry and the uncertainty of the global textile and apparel business environment, sourcing has increasingly assumed a pivotal strategic role in textile and apparel supply chain management. Strategic sourcing is crucial for firms to obtain or sustain competitiveness in world marketplace. The purpose of this paper is to examine empirically how strategic sourcing and sourcing capability impact firm performance in the US textile and apparel industry.Design/methodology/approachEmpirical survey‐based research methodology was implemented to examine the research questions and model. Data were collected from the 152 firms in the US textile and apparel industry.FindingsThe findings show that strategic sourcing leads to greater emphasis on sourcing capability and positively impacts firm performance.Originality/valueThe study contributes to understanding of supply chain management using data from the US textile and apparel industry to investigate the relationships between strategic sourcing, sourcing capability, and firm performance and to test the research hypotheses by quantitative survey‐based research method. The textile and apparel industry is dynamic, global, diverse, and complex, and is a prime exemplifier of globalization. The study clearly demonstrates that strategic sourcing plays a vital role in a firm's business operations and puts greater emphasis on developing the sourcing manager's business capability.

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Dissertationen zum Thema "Sourcing and global sourcing"

1

Skovbjerg, Hansen Jonas. „Global sourcing i et samlende perspektiv = Global sourcing in an integrative perspective /“. Aarhus : Institut for Økonomi, Aarhus Universitet, 2009. http://mit.econ.au.dk/Library/Specialer/2009/20030896.pdf.

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2

Li, Chuen-Yueh. „Global sourcing in innovation“. Diss., Restricted to subscribing institutions, 2008. http://proquest.umi.com/pqdweb?did=1619148901&sid=1&Fmt=2&clientId=1564&RQT=309&VName=PQD.

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3

Mohamad, Marini Nurbanum Binti. „Global sourcing practices : a framework to improve sourcing strategy implementation“. Thesis, Cranfield University, 2009. http://dspace.lib.cranfield.ac.uk/handle/1826/4582.

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The aim of the research reported in this thesis is to gain understanding of global sourcing practices of companies in the UK and to develop a framework to improve sourcing strategy implementation. This research was conducted by carrying out literature review, analysis of case studies through semi-structured interviews, analysis of an online-based survey, development of a global sourcing framework, feedback process and finally the refinement of the framework. The global sourcing practices, in terms of eight critical success factors, which were identified through literature, was investigated through case studies. This research also provides insights into how critical certain factors are to the effectiveness of the company‟s sourcing strategy and how broadly were those factors actually implemented. The gaps between the perceived importance of global sourcing practices and the actual implementation were explored through survey. The information gathered from the literature, case studies and survey provided the input to develop a global sourcing framework. As more and more studies create awareness of the critical success factors that are important for implementing a global sourcing strategy, there is a need for a framework to be developed to help a company identify areas where they can improve in terms of implementation of the sourcing strategy. The global sourcing framework was developed to assess the current sourcing level of companies, providing guidance for companies to identify the areas for improvement in their approach to global sourcing and helping companies determine where they need to be in terms of the global sourcing strategy and having it aligned with their corporate strategy. The framework has been validated and found to be feasible, usable and useful to improve a company‟s sourcing strategy.

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Trautmann, Gerhard. „Global sourcing : an analysis of the implications for organization design /“. Wiesbaden : Gabler, 2008. http://d-nb.info/989642135/04.

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5

Rabaça, João Luís Nolasco Pires. „Global sourcing: pequenas e médias empresas portuguesas globais“. Master's thesis, Universidade de Aveiro, 2010. http://hdl.handle.net/10773/3627.

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Mestrado em Gestão
Existem poucos estudos relativos ao processo de global sourcing nas pequenas e médias empresas e, em conformidade, em Portugal este fenómeno tem passado algo despercebido. Nesse contexto, o presente estudo explora o desenvolvimento do processo de global sourcing através de um caso de estudo de uma pequena e média empresa Portuguesa do sector metalomecânico. Os três grandes temas de pesquisa no campo do fenómeno de global sourcing – processos e etapas de globalização, motivações, e design e gestão organizacional – são revistos também neste trabalho e, nesse seguimento, propostos os seguintes objectivos de pesquisa: (1) Será que o desenvolvimento das operações de global sourcing da empresa têm evoluído progressivamente de acordo com um processo linear e gradual?; (2) O desenvolvimento do processo de global sourcing da empresa tem na sua natureza uma gestão mais proactiva ou mais reactiva?; (3) Quais as motivações e obstáculos que estão na origem das operações de sourcing da empresa e que vantagens resultam desse processo?. São também apresentadas neste trabalho as principais conclusões de um estudo do Instituto Nacional de Estatística relativas às práticas de global sourcing de 1.000 empresas do nosso País com mais de 100 trabalhadores.
There are few studies about the global sourcing process in small and medium enterprises and in Portugal this phenomenon has received a relative lack of attention. This study explores the development in the global sourcing process through a case study of a Portuguese small and medium enterprise of the metalo-mechanical sector. The three major themes of research in the field of global sourcing phenomenon are reviewed in this paper – globalization processes and stages, motives/drivers, and design and organizational management – and it are proposed the following research objectives are set: (1) Has the development of company global sourcing operations have been progressively developing accordingly to a linear and gradual process?, (2) Has the development of the company global sourcing process has a more proactive or more reactive approach?, (3) What are the motivations and barriers of the company sourcing operations and which benefits result from this process?. Are also presented in this paper the main findings from a study of the Instituto Nacional de Estatística relating to 1.000 Portuguese enterprises with more than 100 workers and their global sourcing practices.

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Kalcher, Heinz. „Paradigmenwechsel im Global Sourcing von Getriebekomponenten“. Thesis, Middlesex University, 2018. http://eprints.mdx.ac.uk/25904/.

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The paradigm shift in global sourcing of transmission components is achieved by developing a part-classification methodology based on a new model of core-competence analysis. The result is shaped by the empirical data analysis of the core-competence and cost-structure analysis. This paradigm shift is defined by a move from local sourcing of the European automotive industry to global sourcing, shaped by modern management philosophies, at the beginning of the new millennium, and then back to "Local for Local" sourcing, due to bad experiences with the quality performance of low cost country suppliers. The latter leads to massively untapped potential, through an intensive analysis of potential global sourcing-capable commodities. The goal is to create a portfolio of optimal global-sourcing-capable components, thus responding to the precarious changes in market structures throughout the industry in global purchasing in recent years. However, no overarching, general, commodity-independent rules can be established; rather, a deep analysis of cost structures and technological requirements is required. This initial situation requires that the structures of the most important commodities be examined in detail using a core competence and cost-structure analysis to develop optimal sourcing strategies for these commodities and derive an optimal and strategically-oriented purchasing organisation from them, in order to contribute to a significant improvement in the Group's earnings. With regard to the scope, it should be noted that this method is generally suitable for purchased parts in the automotive industry, but the basic data comes from tier 1 transmission suppliers or OEMs with their own transmission production. The basic methodology as well as the method developed here is widely applicable. However, the definition of the individual and relevant parameters is primarily characterised by specific data for transmission components and the underlying manufacturing processes.

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Cao, Yu. „Long-distance procurement planning in global sourcing“. Thesis, Châtenay-Malabry, Ecole centrale de Paris, 2015. http://www.theses.fr/2015ECAP0015/document.

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Cette thèse porte sur l’optimisation de l’approvisionnement dans les zones géographiquement lointaines. Au moment de planiﬁer des approvisionnements de matières premières ou de composants dans des pays lointains, la longue distance géographique entre l’acheteur et le fournisseur devient un enjeu essentiel à prendre en compte. Puisque le transport se fait souvent par la voie maritime, le délai d’approvisionnement est si long que les besoins peuvent évoluer pendant la longue période de livraison, ce qui peut engendrer un risque de rupture élevé. Cette thèse présente des approches adaptatives aﬁn d’élaborer des plans d’approvisionnements lointains d’une manière rentable. Tout d’abord, nous proposons un cadre d’adaptation de la planiﬁcation des approvisionnements lointains. Il déploie des techniques de prévision de la demande et des méthodes d’optimisation d’approvisionnements à horizon glissant. En utilisant ce cadre, nous transformons le problème de la planiﬁcation sur l’horizon globale en plusieurs problèmes standards de lotissement avec demandes stochastiques sur des sous-horizons. Ce cadre permet aussi d’évaluer la performance sur une longue période des méthodes utilisées. Nous considérons ensuite la planiﬁcation optimale d’approvisionnement sur les sous-horizons. Deux hypothèses de ruptures de stocks sont considérées: livraison tardive et vente perdue (ou sous-traitance). Nous développons des approches optimales ou quasi-optimales pour faire des plans d’approvisionnement tout en minimisant les coûts totaux prévus de commande, de stockage et de rupture sur les sous-horizons. Les méthodes proposées peuvent servir de repères pour évaluer d’autres méthodes. Pour chaque hypothèse, nous menons des expériences numériques pour évaluer les algorithmes développés et les approches adaptatives de planiﬁcation globales. Les résultats expérimentaux montrent bien leur efficacité
This research discusses procurement planning problems engaged in global sourcing. The main difficulty is caused by the geographically long distance between buyer and supplier, which results in long lead times when maritime transport is used. Customer demands of ﬁnished products usually evolve during the shipment, thus extra costs will be produced due to unpredictable overstocks or stockouts. This thesis presents adaptive planning approaches to make adequate long-distance procurement plans in a cost-efficient manner. Firstly, an adaptive procurement planning framework is presented. The framework deploys demand forecasting and optimal planning in a rolling horizon scheme. In each subhorizon, demands are assumed to follow some known distribution patterns, while the distribution parameters will be estimated based on up-to-date demand forecasts and forecast accuracy. Then a portable processing module is presented to transform the sub-horizon planning problem into an equivalent standard lot-sizing problem with stochastic demands.Secondly, optimal or near-optimal procurement planning methods are developed to minimize expected total costs including setup, inventory holding and stockout penalty in subhorizons. Two extreme stockout assumptions are considered: backorder and lost sale (or outsourcing). The proposed methods can serve as benchmarks to evaluate other methods. Numerical tests have validated the high efficiency and effectiveness of both sub-horizon planning methods and the overall adaptive planning approaches

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Heath, Michael Lindsey. „Quality control improvement in global apparel sourcing“. Thesis, Massachusetts Institute of Technology, 2016. http://hdl.handle.net/1721.1/104309.

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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: S.M. in Engineering Systems, Massachusetts Institute of Technology, Department of Mechanical Engineering, 2016. In conjunction with the Leaders for Global Operations Program at MIT.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 49-50).
This project addressed challenges within the quality management process of one of the operating groups of Li & Fung. The primary goals were improved product quality and reduced quality control costs. The operating group works with thousands of factories across the world, producing a large variety of apparel and textile products. The industry trend of fast fashion, with small order sizes and shorter lead times, has placed considerable burden on the limited quality control resources. Understanding the current state of the quality management process was the first project step, and this was accomplished through factory visits and interviewing workers. The current inspection process was designed for large orders and performs sub-optimally with smaller orders. Second, the project took a broad view of the supplier base, performing statistical analysis of inspection and factory data. This revealed problems with the process that lead to high inspection costs and inaccurate inspection results. Next, the project identified technological solutions and process improvements to address the root causes of these issues and to increase the accuracy and efficiency of inspectors. Three specific technology solutions were developed: measurement digitization, label scanners, and improved management metrics. Each solution was prototyped and the critical functionality was tested to demonstrate the value of implementation. Business analysis of the solutions revealed time savings of 60,000 inspector hours/year and cost savings of more than $1 million. At the conclusion of the project, integration of the solutions within the current inspection mobile app was ongoing and expected to be rolled out across the quality organization in the first half of 2016. Finally, recommendations beyond the scope of the technology solutions are provided for further improvement of the quality management process.
by Michael Lindsey Heath.
M.B.A.
S.M. in Engineering Systems

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Vasovski, Steven. „A global sourcing strategy for durable tooling“. Thesis, Massachusetts Institute of Technology, 2006. http://hdl.handle.net/1721.1/37941.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Electrical Engineering and Computer Science; in conjunction with the Leaders for Manufacturing Program at MIT, 2006.
Includes bibliographical references (p. 81).
Competitive pressures in manufacturing industries have led to an increased utilization of strategic sourcing initiatives: among them is low cost sourcing. While low cost sourcing has been used extensively for direct materials, the penetration of low cost sourcing in indirect materials is small. This thesis develops a global sourcing strategy for durable tooling and a methodology to help firms determine the best sourcing alternative for indirect materials. A low cost sourcing study done at Carrier compares the landed cost and quality of sheet metal stamping dies sourced from both China and the U.S. The study estimates that there is an opportunity to save 25-50% from low cost sourcing without compromising quality. The sourcing strategy presents a framework for: 1) determining whether to source durable tooling locally, regionally or globally, and 2) for comparing the return (using total cost of ownership) and risk (country/regional) of sourcing alternatives. The primary deliverable of this research is a standard work process which integrates the durable tooling sourcing strategy into Carrier's current product development process. The product development process manages a product's lifecycle from concept to launch.
(cont.) The secondary deliverables, which are necessary to execute the durable tooling sourcing strategy, are: 1) sourcing decision matrix, 2) preferred tooling supplier database, 3) country selection framework, 4) lifecycle cost calculator, and 5) balanced tooling supplier scorecard. The research leading to the development of the described sourcing strategy was conducted jointly between the MIT Leaders for Manufacturing Program and Carrier Corporation, a division of United Technologies.
by Steven Vasovski.
S.M.
M.B.A.

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Mroczkowski, Victor A. (Victor Adam). „Integrated decision support model for global sourcing“. Thesis, Massachusetts Institute of Technology, 2008. http://hdl.handle.net/1721.1/44307.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2008.
Includes bibliographical references (p. 103-109).
Over the last decade, the U.S. aircraft industry has experienced increasing levels of international integration as companies seek to access global talent and resources, cut production costs, spread financial risk, and secure access to airplane markets throughout the world. In an increasingly complex environment, decision makers seek an effective framework to evaluate the true benefits, costs and risks of sourcing alternatives-both relating to the short-term effects of selecting particular suppliers or groups of suppliers, as well as the long-term effects of redrawing their firm boundary and developing a more vertically disintegrated supply chain. This thesis is an examination of strategic sourcing decision practices at Boeing Commercial Airplanes, based on a six-month internship study with the Future Airplane Production group in Seattle, Washington. In this thesis we will discuss the application of strategic analysis, lean operational analysis, managerial accounting, and Failure Mode and Effects Analysis (FMEA) to improve existing sourcing analysis practices. An integrated decision support model is introduced to represent key sourcing decision factors, their relative importance, and the expected benefits, costs and risks to stakeholders related to each factor (comparing two sourcing alternatives). Using a weighted average, the model expressly indicates the relative value of each alternative. The model is applied to two case studies involving local insourcing and offshore outsourcing, respectively. This study demonstrates the need for incorporating explicit valuation of 'softer' strategic, operational and risk components along with the 'hard' financial analysis when making sourcing decisions.
by Victor A. Mroczkowski.
S.M.
M.B.A.

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Bücher zum Thema "Sourcing and global sourcing"

1

Krotseng, Lee. Global sourcing. West Palm Beach, FL: PT Publications, 1997.

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Bedacht, Franz. Global Sourcing. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-322-91487-3.

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Strategisches global sourcing. Frankfurt am Main: P. Lang, 1995.

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John, Semanik, Hrsg. Strategic global sourcing best practices. Hoboken, N.J: Wiley, 2011.

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Antràs, Pol. Contractual frictions and global sourcing. Cambridge, Mass: National Bureau of Economic Research, 2006.

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Sollish, Fred, und John Semanik, Hrsg. Strategic Global Sourcing Best Practices. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119198598.

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Gruschwitz, Alexander. Global sourcing: Konzeption einer internationalen Beschaffungsstrategie. Stuttgart: M & P Verlag für Wissenschaft und Forschung, 1993.

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1965-, Bonincontro Cynthia, und Johnsen Stephen 1973-, Hrsg. Global sourcing & purchasing--post 9/11. Boca Raton, FL: J. Ross Pub., 2005.

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Birnbaum, David. Birnbaum's global guide to material sourcing. New York, N.Y: Fashiondex, Inc., 2005.

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Trautmann, Gerhard. Global sourcing: An analysis of the implications for organization design. Wiesbaden: Gabler, 2008.

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Buchteile zum Thema "Sourcing and global sourcing"

1

Rehman Khan, Syed Abdul, und Zhang Yu. „Global Sourcing“. In Strategic Supply Chain Management, 39–80. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-15058-7_3.

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Reese, Joachim. „Global Sourcing“. In Herausforderungen an das Management, 263–79. Berlin, Heidelberg: Springer Berlin Heidelberg, 1996. http://dx.doi.org/10.1007/978-3-642-61146-9_15.

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Weigel, Ulrich, und Marco Ruecker. „Global Sourcing“. In Management for Professionals, 63–85. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-57651-0_5.

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Weigel, Ulrich. „Global Sourcing“. In Praxisguide Strategischer Einkauf, 71–95. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-08723-4_5.

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Arnold, Ulli. „Global Sourcing“. In Handbuch Industrielles Beschaffungsmanagement, 211–29. Wiesbaden: Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-322-99462-2_12.

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Weigel, Ulrich, und Marco Rücker. „Global Sourcing“. In Praxisguide Strategischer Einkauf, 67–91. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-8349-4431-3_5.

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Bedacht, Franz. „Einführung“. In Global Sourcing, 1–8. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-322-91487-3_1.

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Bedacht, Franz. „Global Sourcing als Untersuchungsobjekt“. In Global Sourcing, 9–27. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-322-91487-3_2.

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Bedacht, Franz. „Kontext des Global Sourcing“. In Global Sourcing, 28–50. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-322-91487-3_3.

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Bedacht, Franz. „Strategisches Konzept des Global Sourcing“. In Global Sourcing, 51–96. Wiesbaden: Deutscher Universitätsverlag, 1995. http://dx.doi.org/10.1007/978-3-322-91487-3_4.

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Konferenzberichte zum Thema "Sourcing and global sourcing"

1

Parolini, Donna L. „Global Sourcing“. In Global Vehicle Development Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1995. http://dx.doi.org/10.4271/952784.

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2

Saito, Shinobu, und Yukako Iimura. „Hybrid sourcing“. In ICGSE '20: 15th IEEE/ACM International Conference on Global Software Engineering. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3372787.3389301.

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3

May, Charles L. „Global Sourcing of Electronic Components“. In Convergence International Congress & Exposition On Transportation Electronics. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1990. http://dx.doi.org/10.4271/901130.

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4

Alard, R., J. Oehmen und P. Bremen. „Reference process for global sourcing“. In 2007 IEEE International Conference on Industrial Engineering and Engineering Management. IEEE, 2007. http://dx.doi.org/10.1109/ieem.2007.4419213.

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5

Adya, Monica, Dhruv Nath, Amit Malik und Varadharajan Sridhar. „Bringing global sourcing into the classroom“. In the 2007 ACM SIGMIS CPR conference. New York, New York, USA: ACM Press, 2007. http://dx.doi.org/10.1145/1235000.1235006.

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6

Zhang, Xi, Rui Miao, Chenyan Xu, Liya Wang und Xiaoxu Deng. „Study on Risk Management for Global Sourcing“. In 2014 International Conference on Global Economy, Commerce and Service Science (GECSS-14). Paris, France: Atlantis Press, 2014. http://dx.doi.org/10.2991/gecss-14.2014.69.

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7

Sobińska, Małgorzata, und Kazimierz Perechuda. „Information security in IT global sourcing models“. In 2014 Federated Conference on Computer Science and Information Systems. IEEE, 2014. http://dx.doi.org/10.15439/2014f44.

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8

Manzione, Louis, Akram Abu-aisheh, Narendar Sumukadas und Deborah Kidder. „Preparing engineering students for the global sourcing environment“. In 2016 IEEE Global Engineering Education Conference (EDUCON). IEEE, 2016. http://dx.doi.org/10.1109/educon.2016.7474557.

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9

Kasouf, Chickery J., William F. Jandeska und David C. Zenger. „Global Component Sourcing: A Comparison of U.S. and Overseas Supplier Relations“. In Global Vehicle Development Conference. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 1995. http://dx.doi.org/10.4271/952783.

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10

Tang, Yucheng, Zuozhi Zhao, Peng Li, Junling Sun und Jinyu Song. „Design for Global Sourcing for Gas Turbine Engine Support to Achieve Design Harmonization“. In ASME Turbo Expo 2012: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2012. http://dx.doi.org/10.1115/gt2012-68935.

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Annotation:

Fierce competition, fluctuating market and opportunities in emerging market are forcing companies to structure product design globally to reduce cost and improve efficiency. However, the solutions to old issues are always accompanied by new challenges. Traditional design flow is struggling to catch up with the pace of customer requirement. And mixed global design teams, composed of senior and junior designers, are trying to design with uniform quality. A real case occurred was that an experienced designer provides a DIN solution when the manufacturing requirement was ASTM, which results additional round of product design. In order to reduce those risks and overcome the challenges, a multiobjective optimization framework for gas turbine engine support was developed to shorten the product development and find an optimal design solution. To manage the risks arising from sourcing, a concept of design for global sourcing (DfGs) was proposed and implemented by incorporating design standards database and supply chain interface during preliminary design stage. Three practical design cases were performed to validate the proposed method. The results demonstrated: 1) Cost and product development cycle was sharply reduced; 2) Design flexibility was achieved by DfGs concept; 3) Trade-off among conflicting design objectives was accomplished by cost estimation model.

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Berichte der Organisationen zum Thema "Sourcing and global sourcing"

1

Antràs, Pol, und Elhanan Helpman. Global Sourcing. Cambridge, MA: National Bureau of Economic Research, November 2003. http://dx.doi.org/10.3386/w10082.

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2

Gorodnichenko, Yuriy, Bohdan Kukharskyy und Gerard Roland. Culture and Global Sourcing. Cambridge, MA: National Bureau of Economic Research, Mai 2015. http://dx.doi.org/10.3386/w21198.

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3

Antràs, Pol, und Elhanan Helpman. Contractual Frictions and Global Sourcing. Cambridge, MA: National Bureau of Economic Research, Dezember 2006. http://dx.doi.org/10.3386/w12747.

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4

Antràs, Pol, Teresa Fort und Felix Tintelnot. The Margins of Global Sourcing: Theory and Evidence from U.S. Firms. Cambridge, MA: National Bureau of Economic Research, Dezember 2014. http://dx.doi.org/10.3386/w20772.

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5

Lu, Sheng L. Diversification or Concentration: Explore the Global Sourcing Strategy of U.S. Apparel Firms. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1324.

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6

Lee, Jiyeon, Ho Jung Choo, So Won Jeong und Theresa Hyunjin Kwon. Sustainability Criteria Identified in Global Sourcing Practices : focused on Apparel Manufacturer's Supply Chain. Ames: Iowa State University, Digital Repository, November 2015. http://dx.doi.org/10.31274/itaa_proceedings-180814-114.

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7

Dickson, Marsha A. Drivers of Global Buyer Sourcing of Sustainable Apparel from a South African Supply Chain. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1564.

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8

Ha-Brookshire, Jung. Teaching Global Sourcing: Updates on Rules of Origin and Made in the USA rules. Ames: Iowa State University, Digital Repository, November 2016. http://dx.doi.org/10.31274/itaa_proceedings-180814-1294.

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9

Yu, Ui-Jeen, und Jihyun Kim. Comparisons of Financial Performance Measures of Global Sourcing and "Made-in-USA" Domestic Production Strategies. Ames: Iowa State University, Digital Repository, 2017. http://dx.doi.org/10.31274/itaa_proceedings-180814-1793.

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10

Kotlarsky, Julia, Ilan Oshri, Jens Dibbern und Deepa Mani. IS Sourcing. MIS Quarterly, Juli 2018. http://dx.doi.org/10.25300/misq/2019/curations/07012018.

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