The thesis start from general introduction to globalization but its focus is on the following areas: global buying of company inputs (sourcing), expanding on the foreign/global markets (output) and managing the risks associated with globalization (increased competition, foreign currency and raw material/inputs hedge). Overall the thesis is practical in its approach and thus it provides the real applicable approaches in terms of the management in the global economy. Despite these practicalities the thesis also aims at analyzing the more general business environment for global activities of a firm. This is realized in section on economic assessment of the market and evaluation of foreign currency fundamentals.

El texto completo de este trabajo no está disponible en el Repositorio Académico UPC por restricciones de la casa editorial donde ha sido publicado. / This paper is a research on recent studies on the importance of global supply chains from the perspective of farmers and suppliers. For the specific case of coffee in Peru, a survey model was used for assessing integration levels at the cooperatives in Quillabamba, Cusco, which revealed that the lack of alliances between first-level suppliers and farmers/cooperatives significantly affects sustainability in supply chain management. Therefore, this study proposes a strategic sourcing model where an intermediary integrates or strengthens the relationships between smallholders and improves interrelationships within the supply chain, thereby increasing productivity, yielding higher income, and improving product quality.

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This dissertation consists of three essays examining the role of connectivity in the catch-up process of a nation primarily focusing on East Asian countries. Specifically, I investigate the sourcing of knowledge, especially tacit knowledge, on local innovation capability building and thus catch-up process of a nation. I argue that for any country, sourcing from the diverse pools of tacit knowledge available in different parts of the world is a crucial requirement in maintaining a robust innovation eco-system. This becomes much more important in the catch-up process of a less-developed or emerging economy that is attempting to build local innovation capability. In the first chapter, I lay the theoretical groundwork for the dissertation by reviewing how existing studies have contributed to our understanding of the catch-up process of an economy. Then, in the second chapter, I explore how the openness of an economy underpins contrasting economic outcomes by comparing the economies of South Korea and Brazil. The third chapter emphasizes that the connectivity to the global innovation system is equally important for a more advanced economy such as Japan. Lack of such connectivity could lead to systemic “lock-in” in the long term. This is done by investigating the national systems of innovation of Japan in four knowledge-intensive industries: automotive, electronics, robotics and pharmaceuticals. Using patent data, I demonstrate that compared to other advanced countries such as Germany and Denmark, the Japanese innovation system is quite closed. I speculate that closedness to global innovation systems could be one of the reasons for Japan’s prolonged economic recession and the underperformance of its once world leading firms. The fourth chapter proposes an alternative catch-up strategy by investigating the innovation catch-up processes in Korea and Taiwan. These two Asian economies achieved developed status in a remarkably short period of time. Surprisingly, I found that these two countries are not well-connected to the rest of the world when it comes to innovation networks. These two countries achieved innovation catch-up rapidly by focusing on specific technologies that inherently require less reliance on learning through co-inventor networks. These technologies are the so-called “short cycle” technologies, i.e., technologies where the time period between innovation and maturation is very short. Therefore, relatively advanced technologies can be obtained in an “off-the-shelf” manner through outright purchase, licensing, and other means that do not require in-house wholly-owned innovation systems. / Business Administration/International Business Administration

Outsourcing has become a well known and commonly used strategy for Swedish companies, which involves buying a part or process from a subcontractor rather than performing it within the company. Common reasons why companies chose to outsource rather than to perform the activities themselves are cost- and competition related. Previous low labour- and facility costs in countries such as China and Estonia have been forces that have kept the outsourcing trend strong. In recent years you can see more Swedish companies bringing back previously subcontracted functions into the company, so called insourcing. This can partially be explained by changes in external market factors such as raising salaries in low-cost countries and increased automation.

La technologie est un facteur important pour obtenir des avantages concurrentiels, par conséquent, les processus d'acquisition, de développement et d'application rapide de la technologie sont essentiels pour les entreprises. Les entreprises comptent sur leurs activités internes de R & D pour maintenir leur compétitivité technologique, mais elles élaborent aussi des stratégies de coopération. Elles ont encore la possibilité de mettre en œuvre des acquisitions ou des alliances si elles veulent croître. En conséquence, une préoccupation majeure pour les chercheurs et les praticiens est «comment font les entreprises pour obtenir la technologie?» Et «quelles sont les sources de technologies que les entreprises souhaitent mobiliser ? Cette recherche examine les facteurs qui influencent le choix de modes d’accès à la technologie (TSM) dans des entreprises technologiques à forte intensité en Iran et de haute technologie tout en décrivant la façon dont ces facteurs influents sur le choix de la TSMs. 167 entreprises iraniennes actives dans quatre secteurs ont été interviewées : la microélectronique et télécommunications (y compris électronique), technologies de l'information, la biotechnologie, et la nanotechnologie. Dans ces entreprises, les tendances à opter pour des développements technologiques internes ou externes à étudier selon différents facteurs dont : la réussite des expériences passées, l’accroissement des ressources technologiques propres, la phase concernée du cycle de vie de la technologie, le degré d'incertitude technique, la qualité des ressources humaines internes et la capacité d’absorption. / Technology is a top management major concern in order to increase the competitiveness of companies. Thus processes relating to technology acquisition, development and application become strategic key factors. Companies rely on their own R&D activities but also on partnership. Thus, literature points out that the use of technology sourcing modes by itself could create advantages for the firms. Among others technology sourcing modes are: - alliance through technology collaboration, consortium, research joint venture,- acquisition through licensing, R&D sub contracting, technology purchasing. As a consequence academics and practitioners direct their attention toward two main questions: when is it necessary to develop a new technology and what is the best sourcing mode? Thus, this research studies the decision key factors of Iranian high technology companies in the field of technology sourcing. Internal and external variables are investigated including: internal scientific resources, past experience success, absorptive capacity, and, the concerned phase of the technology live cycle, the technological uncertainty.

[pt] Dentro do paradigma de um cenário globalizado, onde as organizações se vêem num contexto de mercado cada vez mais competitivo, faz- se necessário repensar a estruturação de um Departamento de Compras que valorize outros aspectos além da simples otimização de custos. Não se trata apenas de proceder à redução de preços, mas também de considerar as variáveis que propiciem melhorias constantes para a maximização da produtividade deste setor, tais como ter uma cultura de qualidade, agregar valor ao produto final e desenvolver parcerias e alianças estratégicas com seus fornecedores. Assim, esse estudo visa analisar como se procede a estruturação de uma Área de Compras, tomando por base objetiva analisar os processos envolvidos nas atividades de Compras Estratégicas, tomando por diretriz modelos de compra estratégicos de Ogden (2003), Clegg e Montgomery (2005) e Kraljic (1983). Para tal fim, utilizou-se de um estudo de caso, numa organização privada brasileira, objetivando correlacionar esta situação real com modelos teóricos de Strategic Sourcing. Dessa forma espera-se com essa dissertação contribuir para um re-direcionamento da estruturação da Área de Compras, no sentido de evoluir de uma prática operacional para um caminho que esteja em consonância com uma visão estratégica. / [en] In a paradigm of a global scenario where organizations realize themselves in a highly competitive market context, it is necessary to visualize the structuring of a Sourcing Department so it values other aspects beyond the simple optimization of costs. It is about not only proceeding to the reduction of prices, but also considering variables that provide constant improvements for the maximization of this sector productivity, such as: reaching a quality culture, aggregating value to the final product and developing partnerships and strategic alliances with their suppliers. In this manner, the main purpose of the present study is to analyze the procedures regarding the structuring of a Sourcing Department, based on Ogden`s (2003), Clegg and Montgomery`s (2005) and Kraljic`s (1983) models. For such end, it was used a case study occurred at a Brazilian private organization, aiming at correlating this real situation with Strategic Sourcing theoretical models. In this way, it is expected with this research to contribute for the redirectioning of a Sourcing Area structuring, in the sense of developing it from an operational practice to a way that corresponds to a strategic vision.

Over the past years manufacturing firms have moved their production to low cost regions. Many factors lead to the moving of their production and how these factors influence their decision making process. These have been discussed in various literatures. They also source from low cost regions in order to improve their productivity. Not only do they source from low-cost regions but also to actually produce goods in those countries. Many literatures have talked about the impact on some of the factors but little on the impact of supply base and sourcing parameters. The thesis seek to review the factors that affect production localization decision process and also find out how the supply base and sourcing parameters affects decision making process, whether the supply base and sourcing is really considered and the impact it has in decision making process to localize a new production. Literature review and interviews were used in this process. Four companies namely Haldex AB, ABB, case company A and B were used for the research. The main factors that are been considered for production localization were found out from the companies and practically the impact of the supply base and sourcing parameters during decision making are presented. The results from the research questions and the empirical studies is summarized in a framework that will enable readers to know the main factors that affect production localization, how decision making is done and the main impact of the supply base and sourcing in production localization. In addition some benefits of placing emphasis on the supply base and sourcing parameters.

Titel: Competitive advantage through strategic sourcing: A SME perspective. SME: The size of an enterprise can be measured by its employment, sales, or profit (Tam etal, 2007). Small and medium sized enterprises range between 10 and 250 employees. FiveSwedish SMEs was used for the multi case study. Background: The competitive market situation has created a shift in companies’ strategythinking. Strategies focus increasingly on core activities and business development. Oneeffect of this is that companies choose to outsource activities they don´t consider to be corebusiness (Van Weele, 2010; Thrulogachantar and Zailani, 2011). Purpose: The purpose was to investigate strategic sourcing plans that SMEs can apply toincrease their competitive advantage. Methodology: The research was conducted through a qualitative study with a deductiveapproach. A multi-case study was made on five SMEs in Kronobergslän, Sweden, with twosemi-structured interviews at each company. Result and conclusion: The investigation resulted in a current view of SMEs sourcing andsuitable recommendations for SMEs to direct their purchasing activities to strategic sourcing.The process of implementing a strategic plan for SMEs can be seen as relatively difficult butthere are purchasing activities that can be improved by a strategic thinking. To keep in mind isthat supplier’s performance matter, but it is the resources of suppliers that are the maincompetitive advantage and it is in this area where supplier development and sourcingstrategies should focus. Further research: However further research could investigate strategic sourcing in adifferent approach, both from a supplier and customer perspective

Background: In manufacturing companies purchasing is a great part of the total cost and major suppliers have a decisive role for the company. Therefore it is important to emphasise the selection and relationship with these suppliers to make the organization profitable. Sourcing strategies and supplier relationships are the main elements of supplier management. Purpose: The main goal of this study is to underline the similarities and differences regarding sourcing strategies and supplier relationships among the manufacturers of the two industries in order to identify the best practices and possibilities for knowledge transfer. Methodology: This thesis is a descriptive comparative study that was conducted with a deductive approach. Data was collected by interviews of mainly purchasing managers of our studied companies, annual reports and web pages of the companies. The scientific credibility of this thesis was secured by using many sources and avoiding assumptions. Conclusions: Several similarities and differences have been found between the industries. Furthermore, both industries can learn from each other when it comes to the use of sourcing strategies and supplier relationships.   Suggestions on future research: A more extensive study with more companies in each industry can be made to strengthen our conclusions. Furthermore, scenario simulations can be conducted for the supply of products and see how a manufacturing company can be affected.