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Regionalization of engineering

机译:工程区域化

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摘要

International project business is often characterized by the fact that the contracting company is working in many countries. The company's strategic intentions and the often-noticed customer requirement to increase local content are the basis for efficiently sharing different elements of the technical value chain between headquarters and organizations in the country where the plant or facility has to be built. In this paper, we describe a process showing how such regionalization efforts can be effectively executed and managed. The process starts with the definition of regionalization goals and an analysis of the company's specific conditions for regionalization. Various scenarios have to be evaluated in order to decide upon the most favorable one. After detailed planning of the regionalization effort, the first regionalized project(s) may be executed. A possible phase-out concludes regionalization if required. In addition to the process, crucial topics are explained in detail in this paper, such as the evaluation of risks inherent to the regionalization effort, the selection of portfolio elements that could be regionalized and cost / benefit considerations. Experience gained in practical regionalization efforts of a big multi-national company is given in order to illustrate the process and topics chosen and to verify the results.
机译:国际项目业务通常具有以下事实:承包商公司在许多国家/地区开展业务。公司的战略意图和经常引起客户注意的增加本地含量的要求,是在总部和工厂或工厂所在国家的组织之间有效共享技术价值链中不同要素的基础。在本文中,我们描述了一个过程,该过程显示了如何有效执行和管理此类区域化工作。该过程从定义区域化目标和分析公司特定区域化条件开始。为了确定最有利的方案,必须评估各种方案。在详细计划了区域化工作之后,可以执行第一个区域化项目。如果需要,可能的逐步淘汰将结束区域化。除此过程外,本文还详细解释了关键主题,例如评估区域化工作所固有的风险,选择可以区域化的投资组合要素以及成本/收益方面的考虑。为了说明所选的过程和主题并验证结果,给出了一家大型跨国公司在实际区域化工作中获得的经验。

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