Competir En Un Mundo “Plano” Sin Costo, a Las Personas Inscritas a Intesys Consulting INTRODUCCION Volumen 10-04

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Competir En Un Mundo “Plano” Sin Costo, a Las Personas Inscritas a Intesys Consulting INTRODUCCION Volumen 10-04 15 de Abril, 2010 Este es un resumen del libro indicado. Estos resúmenes son enviados, Competir en un Mundo “Plano” sin costo, a las personas inscritas a Intesys Consulting INTRODUCCION Volumen 10-04 INFORMACION La triple convergencia entre la compañía Li & Fung, ya SOBRE EL LIBRO la tecnología, los individuos y es posible fabricar ropa, TítuloOriginal del Libro: las organizaciones ha trans- juguetes y otros bienes de Competing in a Flat World formado los negocios y ace- consumo por valor de 9.000 lerado la globalización, millones de dólares anuales Autor: Victor Fung, Wi- lliam Fung, Yoram Wind haciendo que nuestro mundo sin tan siquiera poseer una sea más “plano” hoy que sola fábrica. Con una histo- Fecha de Publicación: nunca. China, la India y otros ria secular, esta empresa de 12 de Septiembre 2007 países cobran cada vez más origen cantonés se inició importancia en la cadena de como compañía intermedia- Editorial: Wharton School Publishing suministro mundial. La geo- ria (trading) a nivel local, grafía ha dejado de ser un pasando después a exportar Nº Páginas: 272 obstáculo y las empresas a todo el mundo (fijando su tienen la posibilidad de exten- base de operaciones en ISBN: 0132332906 der por todo el mundo su Hong Kong) para, finalmen- todo tipo de productos en producción, sus servicios a te, reinventarse a sí misma y cualquier lugar del mundo. los clientes y otros procesos convertirse en la Su secreto reside en la apli- Contenido: de negocio. Esta expansión “orquestadora” de una red cación de una serie de prin- crea enormes oportunidades de más de 8.300 proveedo- cipios de “orquestación” de Introducción 1 de cambio en la manera de res en más de 40 países. redes de proveedores que gestionar las empresas tal y Los autores de este libro, desafían las nociones de como la conocemos ahora. directivos de esta compañía, gestión de empresas a nivel La orquestación de 2 Hoy en día, el éxito de las nos descubren cómo han global, tal y como las cono- redes empresas depende menos de conseguido transformar una cemos hoy en día. Su ámbi- lo que producen que de su estructura organizativa tradi- to de influencia se extiende Competir con otras 3 capacidad para trabajar en cional en una red fluida, en a diferentes actividades e redes red. Tal y como nos demues- permanente cambio, capaz industrias, desde las alian- tra el caso paradigmático de de diseñar, fabricar y ofrecer zas estratégicas, la innova- Como crear empresas 5 alrededor de las nece- EL AUTOR sidades del cliente Victor Fung, doctor por la Universidad de Hong Kong. Crear redes descentra- 6 de Harvard, es Presidente del Grupo Li lizadas siguiendo la & Fung. Ha dirigido el Organismo Oficial Yoram (Jerry) Wind, doctor por la Univer- regla 30/70 de Promoción del Comercio de Hong sidad de Stanford, es profesor de Kong y ha sido asesor de la APEC Marketing en la Wharton School of Como vender a los 8 (Asia-Pacific Economic Cooperation). Economics de la Universidad de mercados de provee- William K. Fung posee un MBA de la Pennsylvania. Se le considera un experto dores Harvard Business School. Es Director en materias Power of Impossible Thinking. Gerente del Grupo Li & Fung. Ha presidi- Conclusión 9 do la Cámara de Comercio de Hong Kong y la Asociación de Exportadores INTESYS CONSULTING: http://www.intesysconsulting.com, Email. [email protected], Torre HSBC, Escazú, de Multiplaza 100mts sur. Tel. (506) 2505-5005. San José, Costa Rica, Página 2 Volumen 10-04 ción abierta (compraventa adecuado, al momento y biaran y la distribución ge- de procesos e inventos) o precio adecuados. Esta ográfica de las fábricas re- el co-marketing “orquestación” supone un sultara menos competitiva, (cooperación entre dos em- enfoque fluido en la gestión los cambios en la produc- presas con canales de distri- de socios y empleados y ción serían mucho más difí- bución separados y división permite un equilibrio entre ciles de acometer. En la me- de beneficios). autonomía y centralización dida en que la demanda del Así, en el libro se describe de decisiones. Para com- consumidor y las estructuras qué es una “orquestación” prender lo que significa este de costos cambian de forma de redes, cómo ganar en la fenómeno, comparemos la vertiginosa, en muchas in- competencia entre distintas ya mencionada compañía Li dustrias la necesidad de una redes, cómo crear empresas & Fung, que, como hemos flexibilidad y sensibilidad alrededor de las necesida- dicho, no dispone de una mayores hacia los consumi- des del cliente, cómo crear sola fábrica, aunque produ- dores aumentan. Por el con- “...“orquestación”, redes descentralizadas y ce ropa, juguetes y otros trario, la propiedad de los mantener el control sobre productos para las marcas medios de producción está entendida como el las mismas siguiendo la re- más conocidas del mundo, reducida al mínimo en Li & diseño de los gla 30/70 y, finalmente, con el otro gran fabricante Fung y la “orquestación” cómo vender en los merca- mundial de ropa, Esquel. cobra un protagonismo mejores procesos dos de los propios provee- Esta última organización lo esencial. En su caso, la red dores. tiene todo, desde los cam- de proveedores, aunque posibles a través pos de algodón hasta las formalmente no pertenece a fábricas que producen fibra, la compañía, en la práctica de una red…” hilo y tela para sus confec- forma parte de ella: ser pro- La orquestación ciones. Su cadena de sumi- pietario de una fábrica es de redes nistro es completamente irrelevante si se es el único vertical, la necesidad de comprador del 100% de su Los fracasos de la deslocali- “orquestación” de una red de producción. Cuanto más zación, externalización y las proveedores mínima y todo organizada esté una cadena alianzas estratégicas, que el negocio se gestiona bajo de suministro alrededor de con cierta periodicidad apa- férreos controles internos. la “orquestación” en vez de recen en los medios de co- Aunque existen considera- en la propiedad, tanto más municación, hacen necesa- bles argumentos a favor de flexible será. Aunque ambos rio, más que nunca, buscar mantener este modo de pro- modelos pueden funcionar nuevos referentes en la for- ducción centralizado (tales bien, el problema con el mo- ma de enfrentarse a la glo- como un mayor control de la delo de la propiedad de las balización. Una de las razo- calidad y de los procesos o instalaciones es que su ma- nes principales de estos unos costos de supervisión, yor preocupación, a partir de reveses es que los directivos coordinación y logísticos un cierto momento, empieza de las empresas implicadas mucho menores), en el mun- a ser la utilización de las no han reconocido la impor- do globalizado de hoy supo- capacidades de producción, tancia de la “orquestación”, ne reducir la flexibilidad el en vez de dar una respuesta entendida como el diseño de mantener un nivel elevado satisfactoria a las necesida- los mejores procesos posi- de control. Si se diera el des del cliente. Los activos bles a través de una red caso de que una nueva tela fijos obligan a construir una global de proveedores, con llegase a ser más popular cadena de suministro pen- el objetivo de ofrecer el pro- que otras, o las restricciones sando primero en la fábrica ducto adecuado, en el lugar del comercio exterior cam- y no en el consumidor. Este INTESYS CONSULTING: http://www.intesysconsulting.com, Email. [email protected], Torre HSBC, Escazú, de Multiplaza 100mts sur. Tel. (506) 2505-5005. San José, Costa Rica, Página 3 Volumen 10-04 retroceso y va dejando paso see ninguno de los millones suficientes vendedores de al modelo de “orquestación”. de productos que aparecen un artículo, eBay creaba una En contraste con las cade- en su página web. Sin em- nueva categoría para él y así nas de montaje de Henry bargo, sus subastas por In- facilitaba su búsqueda. El Ford, donde todos los proce- ternet y otros negocios rela- negocio se desarrolló aún sos manufactureros están cionados le han reportado más con la aparición de so- bajo un mismo techo, en el ingresos por valor de 6.000 cios en materia de pagos modelo de “orquestación” se millones de dólares en 2006. (PayPal) o de entregas puede decir que el mundo es Sus 13.000 empleados ge- (UPS). En este sentido, la fábrica. No se tiene la pro- neran un promedio de eBay posee una ventaja piedad de la cadena de su- 460.000 dólares por perso- considerable sobre Amazon, ministro, sino que se na, con tan sólo crear y que se vio obligada a crear “orquesta”. mantener la plataforma tec- su propio sistema de alma- “...el éxito queda El modelo de “orquestación” nológica sobre la que se cenes. Amazon ha ido com- invierte el proceso tradicio- sustenta esta casa de su- prendiendo el potencial que reservado para nal de los suministros: pri- bastas. El resto lo hacen los esconde la “orquestación” y aquellas mero identifica una necesi- usuarios registrados, or- ha convertido a sus compra- dad del cliente y luego dise- questados por la compañía dores en vendedores, a los empresas que ña una cadena de fabrica- como vendedores y compra- que permite vender sus li- ción o una cadena de servi- dores en una comunidad bros y otros productos de descubran y cio para satisfacer esa nece- donde se realizan las tran- segunda mano. sidad. Una mayor conciencia sacciones. La “orquestación” de la red satisfagan mejor de las necesidades del clien- La cadena de suministro de de proveedores supone una te y una mejor satisfacción eBay es radicalmente dife- adaptación completa a las sus de las mismas redunda en rente de las cadenas tradi- necesidades del cliente.
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