Riassunto analitico
The aim of this thesis is to conduct an analysis focused on the global production and the global supply chain of Ferrari S.p.a.
The theoretical framework of reference is the internationalization of two important activities of the value chain: the global production and the supply chain management.
As in all internationalization process, we are interested in having a first overview about the reasons that prompted the company to internationalize some of its value chain activities, and the criteria that have been considered for the choice of the country in which to dislocate such activities.
Subsequently, the main focus will be on the two activities mentioned before (global production and global supply chain) and on how they can be performed internationally to lower the costs of value creation and, at the same time, add value by better serving customers’ needs.
For what concerns the global production, the attention will be concentrated on the “make or buy decisions” and the variables affecting it.
On the other hand, when we talk about the supply chain management, we are actually referring to the integration and coordination of logistics, procurement, operations, and market channel activities, from raw material to final clients.
The focus in this case, will be particularly on the global purchasing and supplier relationships management. From an empirical point of view, global purchasing can be implemented at five strategic levels, from 1 which means that the company purchases only in the domestic market, to 5 which represents the perfect integration of global purchasing activities across worldwide locations. In this thesis we will focus mainly on two type of purchasing, namely offshoring (buying products or services from a supplier that produces them somewhere else, domestically, or globally) and outsourcing (the purchase of products or services from a supplier that produces them somewhere globally, outside the home country of the firm).
As for the supplier management relationship, the main goal will be the one of investigating whether they are part of the strategic decision of the company, and what are the benefits of establishing with them a collaborative and cooperative relation.
The main source of our analysis is a survey based on an open and closed structured questionnaire on global production and global supply chain, formulated on the basis of the theoretical concepts explained before. At the end of this elaborate, the study limitations together with some suggestions for future improvement of the research will be presented.
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Abstract
The aim of this thesis is to conduct an analysis focused on the global production and the global supply chain of Ferrari S.p.a.
The theoretical framework of reference is the internationalization of two important activities of the value chain: the global production and the supply chain management.
As in all internationalization process, we are interested in having a first overview about the reasons that prompted the company to internationalize some of its value chain activities, and the criteria that have been considered for the choice of the country in which to dislocate such activities.
Subsequently, the main focus will be on the two activities mentioned before (global production and global supply chain) and on how they can be performed internationally to lower the costs of value creation and, at the same time, add value by better serving customers’ needs.
For what concerns the global production, the attention will be concentrated on the “make or buy decisions” and the variables affecting it.
On the other hand, when we talk about the supply chain management, we are actually referring to the integration and coordination of logistics, procurement, operations, and market channel activities, from raw material to final clients.
The focus in this case, will be particularly on the global purchasing and supplier relationships management. From an empirical point of view, global purchasing can be implemented at five strategic levels, from 1 which means that the company purchases only in the domestic market, to 5 which represents the perfect integration of global purchasing activities across worldwide locations. In this thesis we will focus mainly on two type of purchasing, namely offshoring (buying products or services from a supplier that produces them somewhere else, domestically, or globally) and outsourcing (the purchase of products or services from a supplier that produces them somewhere globally, outside the home country of the firm).
As for the supplier management relationship, the main goal will be the one of investigating whether they are part of the strategic decision of the company, and what are the benefits of establishing with them a collaborative and cooperative relation.
The main source of our analysis is a survey based on an open and closed structured questionnaire on global production and global supply chain, formulated on the basis of the theoretical concepts explained before. At the end of this elaborate, the study limitations together with some suggestions for future improvement of the research will be presented.
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