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Nueva Estrategia Del Grupo Sulzer UNIVERSIDAD POLITÉCNICA DE MADRID Escuela Técnica Superior de Ingenieros Industriales TESIS DOCTORAL MODELIZACIÓN DE REDES VIRTUALES DE FABRICACIÓN GLOBAL EN LA INDUSTRIA AERONÁUTICA José Ramón Vilana Arto Ingeniero Industrial 2010 UNIVERSIDAD POLITÉCNICA DE MADRID Escuela Técnica Superior de Ingenieros Industriales Departamento Ingeniería de Organización, Administración de Empresas y Estadística TESIS DOCTORAL MODELIZACIÓN DE REDES VIRTUALES DE FABRICACIÓN GLOBAL EN LA INDUSTRIA AERONÁUTICA José Ramón Vilana Arto Ingeniero Industrial Director Carlos Rodríguez Monroy Doctor Ingeniero Industrial Licenciado en Ciencias Económicas y Empresariales Licenciado en Derecho y Ciencias Políticas 2010 Tribunal nombrado por el Magnífico y Excmo. Sr. Rector de la Universidad Politécnica de Madrid, el día ______ de ________________ de 2010 Presidente: Vocal: Vocal: Vocal: Secretario: Suplente: Suplente: Realizado el acto de defensa de la tesis el día ________ de _____________ de 2010 en la E.T.S.I.I. Calificación: ________________________________ EL PRESIDENTE LOS VOCALES EL SECRETARIO A mis lazos fuertes. ÍNDICE GENERAL Índice General iii Índice de Figuras viii Índice de Tablas xi Resumen. xiii Abstract xv 1. Introducción y Objetivos ………..……………………………………………………… 1 1.1 Introducción ……..………..…………………………………………………… 1 1.2. Objetivos ……..…………..…………………………………………………… 3 1.3. Ámbito ………..….……………….…………………………………………… 4 1.4 Estructura de la Tesis ….…..………………………………………………… 5 2. Origen de las Redes Virtuales de Fabricación Global ..………..…………………… 10 2.1. Antecedentes Históricos: La Corporación Industrial como Paradigma Dominante en la Organización Industrial ...……………………………...... 10 2.2. La Desintegración de la Cadena de Valor y la “Externalización” de Procesos .……………………………………………………………………… 14 2.3. La Aparición de las Redes Virtuales de Fabricación Global (RVFGs) .… 16 2.4. Causas de la Aparición de las RVFGs …..………………………………… 17 2.5. Perspectivas en el Estudio de las RVFGs ………………………………… 19 2.5.1. La Teoría de los Costes de Transacción ...…………..………… 20 2.5.2. La Integración Social (Social Embeddedness) …………...…… 20 2.5.3. La Conducta Estratégica ……..…………………………..……… 21 2.5.4. El Aprendizaje Organizacional .……...…………………..……… 22 2.5.5. El Dilema Social …………………………………………………… 22 2.6. Aspectos Básicos que Constituyen las RVFGs ...………………………… 23 3. Estructura ……..…………..………………………………………………………..…… 27 3.1. Introducción …………………………………………………………...……… 27 3.2. Naturaleza de los Actores …………………………………………………... 28 3.2.1. Actores Tipo 1: OEMs …………………………………………..… 29 3.2.2. Actores Tipo 2: Proveedores …………………………………….. 30 3.2.3. Actores Tipo 3: Nuevos Actores …………………………….…… 30 3.3. La Fabricación Subcontratada en las RVFGs …..………………………… 31 3.4. Tipos de Relaciones entre los Actores de la Red ………………………… 35 3.4.1. La Fortaleza de los Lazos Débiles …..………………………….. 37 3.4.2. Tipos de Colaboración entre Actores de una RVFG ………….. 38 3.5. Localización de sus Nodos ……….………………………………………… 40 iii 3.6. Cadenas de Suministro dentro de la RVFG …….………………………… 43 3.7. Tipología de Redes ……..…………………………………………………… 44 3.7.1. Tipologías Generales …………………………………..……….… 44 3.7.2. Tipologías Específicas ………..………………………..………… 46 3.8. Características Intrínsecas ..………………………………………………… 48 3.9. La Importancia de los Lazos Débiles, Lazos Indirectos y Agujeros Estructurales …………..……………………………………………………… 50 3.10. Tipología Prescriptiva de Redes …..……………………………………… 52 3.11. Resumen y Conclusiones ……..……………………………...…………… 56 4. Cultura ……..…………...………………………………………………….……..……… 59 4.1. Introducción ….…………..…………………………………………………… 59 4.2. Marco Teórico de Mecanismos Culturales en las RVFGs ………………. 60 4.3. Fundamentos de la Cultura Organizacional ….…………………………… 62 4.4. Las Similitudes de Prácticas Culturales en las RVFGs ……..…………… 63 4.5. La Integración Social en las Redes (Social Embeddedness) …………… 66 4.6. La Importancia de la Confianza en las Redes …….……………………… 67 4.7. Transferencia de Conocimiento Tácito ………..………………………...… 70 4.8. Marco Conceptual de Mecanismos Culturales en las RVFGs ……..…… 72 4.8.1. Influencia Mutua de los Mecanismos Culturales …….....……… 73 4.8.2. Beneficios de los Mecanismos Culturales ………………..…….. 74 4.9. Discusión y Conclusiones ………..…………………………………….....… 75 5. Estrategia ……..…………..………………..……………………………………….…… 78 5.1. Introducción ….…………..…………………………………………………… 78 5.2. La Paradoja Estratégica De Las RVFGs ……...………...………………… 79 5.3. Perspectiva Estratégica Nodal ……………………………………………… 81 5.3.1. Matriz De Posicionamiento Estratégico ……….……………...… 82 5.4. Perspectiva Estratégica Diádica ..…..……………………………………… 85 5.4.1. Convergencia de las Estrategias Nodales en una Colaboración Diádica …..……….…..……………………..……. 86 5.4.2. Colaboración con Competidores ….…………………………..… 87 5.4.3. El Dilema Social y el Riesgo de Conducta Oportunista ………. 88 5.4.3.1. Enfoque Estructural …………………………….……… 90 5.4.3.2. Enfoque Motivacional …….…………………….……… 94 5.5. Perspectiva Estratégica a Nivel de Red …………………………………… 96 5.5.1. La “Co-especialización” y la Trampa de la Reina Roja ……….. 97 5.6. Dinámica de Funcionamiento del Modelo de Triple Perspectiva Estratégica ……………………………………………………………………. 99 iv 5.7. Identificación de la Perspectiva Estratégica de las RVFGs ..………….… 103 5.8. Resumen y Conclusiones del Capítulo .…………………………………… 104 6.- Dinámica ………….…..…………..………………………………….…….…………… 107 6.1. Introducción ……….……..…………………………………………………… 107 6.2. Tecnologías de Información y Comunicación en las RVFGs……….…… 108 6.2.1. El Paradigma de las TICs en las RVFGs ………………………. 110 6.2.2. Componente Dinámica de las RVFGs en sus Relaciones Horizontales: Las Organizaciones Virtuales ………………….. 111 6.2.2.1. Las Mallas de Fabricación como Soporte de las Relaciones Horizontales en las RVFGs ......………… 114 6.2.3. Componente Dinámica de las RVFGs en sus Relaciones Verticales: Las Redes Globales de Suministro ..……………... 116 6.2.3.1. La Tecnología Multiagente en las RVFGs ………..…. 118 6.2.4. Mapa de Necesidades de las TICs en las RVFGs ……………. 122 6.3. Dinámica de los actores de la RVFG ……………………………………… 124 6.3.1.Dinámica de los OEMs ……………………………………………. 124 6.3.1.1. ¿Pero Quién Dirige las RVFGs? ……………………… 124 6.3.2. Dinámica de los Proveedores ……………………………..…….. 129 6.3.3. Dinámica de los Nuevos Actores en la Red …………………… 132 6.4. Discusión y Conclusiones ……………………………………….………….. 133 7. Modelo Conceptual de RVFGs y Planteamiento de Hipótesis ………………….…. 136 7.1. Introducción …………………………………………………………………... 136 7.2. Estructura ……………………………………………………………………... 137 7.3. Cultura ………………………………………………………………………… 137 7.4. Estrategia ……………………………………………………………………... 138 7.5. Dinámica ……………………………………………………………………… 139 7.6. Mapa Conceptual ……………………………………………………………. 141 7.7. Premisas del Modelo Conceptual ………………………………………….. 143 7.8. Propuesta de Hipótesis y Modelo Conceptual de las RVFGs …………... 146 7.9. Metodología Utilizada para Validar el Modelo Conceptual ……………… 150 7.9.1. Eficiencia en las Redes de Empresas ………………………….. 150 7.9.2. Metodología Cualitativa y Cuantitativa …………………………. 151 7.9.3. Recogida de datos ………………………………………………… 153 8. La RVFG de la Industria de Motores Aeronáuticos ……………………………….… 154 8.1. Introducción……..…………..………………………………………………… 154 8.2. Evolución Histórica de la Industria Aeronáutica ……...……………..…… 155 v 8.3. La Industria Actual de Fabricación de Motores Aeronáuticos ………….. 160 8.4. Enfoque Cualitativo ………………………………………………………….. 164 8.4.1. Caso Nº 1: La Estrategia Nodal del Fabricante de Motores Aeronáuticos Rolls Royce ……………………………….……… 164 8.4.1.1. Estrategia Nodal ……….…………………..…………… 164 8.4.1.2. Estrategia de Colaboraciones Externa ………….…… 165 8.4.1.3. Matriz de Posicionamiento Estratégico de RR ……… 168 8.4.1.4. Banda de Variación según Tipología de Colaboraciones ………………………………………… 169 8.4.1.5. El Encaje de Actividades de RR …………….…...…… 171 8.4.2. Caso Nº 2: Colaboración entre GE y SNECMA en la Fabricación del Motor CFM56 ………….…………….………… 174 8.4.2.1. La Importancia de los Mecanismos Culturales en la Colaboración GE-SNECMA …………………………... 177 8.5. Enfoque Cuantitativo ……………………………………………………….... 180 8.5.1. Ámbito ……….....………………………………………………...… 180 8.5.2. Matriz de Colaboraciones en la Red …………..…………...…… 181 8.5.3. Tipología de Actores en la Red ……………...……………..…… 183 8.5.4. Tipología de Relaciones entre Actores de la Red …….……..… 184 8.5.5. Definición de Variables ……….………………………….…..…… 186 8.5.6. Descripción de Variables ..…………………………………..…… 193 8.5.7. Representación de la RVFG de Fabricantes de Motores Aeronáuticos ………..……………………………………………. 195 8.5.8. Variable de “Co-especialización” ...…..……………................… 197 8.5.9. Variables de la RVFG de la Industria de Motores Aeronáuticos 203 8.5.10. Análisis de Datos …….………………………………………..… 205 8.5.11. Relaciones entre Variables ……..…………..……………..…… 209 8.5.12. Modelo de Regresión Logística Binaria y Multinomial Logit … 214 8.6. Discusión y Conclusiones del Capítulo ….………………………………… 224 9. Conclusiones y Evolución Futura de las RVFGs ……….…………………………… 230 9.1. Evolución Futura de las RVFGs ….……..……………………..…………… 230 9.1.1. Hacia una Perspectiva Sistémica ……………………………….. 231 9.1.2. Diversificación Relacionada: Colaboración con Otros Sectores 233 9.1.3. Convergencia entre las redes virtuales de fabricación global y 234 sistemas de personalización en masa ………………………… 9.2. Conclusiones Generales ……………………………………………………. 236 9.3. Aportaciones Originales …………………………………………………….. 240 9.4. Líneas Futuras de Investigación …………………………………………… 242 9.5. Ponencias y Publicaciones …………………………………………………. 244 vi Anexo I: Bibliografía ……………………………………………………………………….. A-1 Anexo II. Matriz
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