Showcase your company’s presence across the globe with the help of our content ready Global Coordination PowerPoint Presentation Slides. Provide information about the firm’s foreign facilities at different locations and their characteristics like operating sector, turnover and company size, etc. using this professionally designed international coordination PPT slideshow. Take advantage of the visually appealing global mechanism PowerPoint templates to discuss with your team how lack of coordination can create issues in launching products. The topic-specific global action plan for prevention and control PowerPoint complete deck comprises thirty-nine ready to use PPT slides. Utilize the global coordination mechanism PPT graphics to talk about the competitive priorities and coordination issues such as cost, quality, flexibility and delivery lead time, etc. Thus, download our informative and interactive international business strategy PowerPoint templates to depict the different activities that will be performed by the parent company in order to coordinate well with subsidiaries. Your eminence gets firmly established with our Global Coordination PowerPoint Presentation Slides. They help acquire authority. https://bit.ly/35vhBay

1. GLOBAL
COORDINATION
Yo u r C o m p a n y N a m e

2. Objectives
2
This slide provide information about the key objectives that firm want to achieve in order to improve their coordination across various subsidiaries. The parent
company and its subsidiaries are facing coordinating issues at present.
Improving Product Delivery
By speeding up
communication in
various facilities
By taking regular
follow ups during
shipment process
o Successful coordination of activities among parent company and its heterogeneous subsidiaries that are situated in
different regions
o Your Text Here
o Your Text Here
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

3. Table
of Content
3
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve
5. Global Coordination Dashboard
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities

4. Table
of Content
4
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve
5. Global Coordination Dashboard
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities

5. Our Global Presence Across the Globe
5
Subsidiary's Subsidiary Locations Main Operations
Subsidiary 1 Canada
Electronic Equipment
Manufacturing
Subsidiary 2 Brazil Your text here
Subsidiary 3 Puerto Rico Your Text here
Subsidiary 4 Mexico Your text Here
XYZ company is based in USA with
four of its subsidiaries situated
across different regions.
This slide provides information about the firm’s presence across the globe and the different subsidiaries of the firm located in different regions of the world and
what are the main operations of each subsidiaries. Each subsidiary has individual task to fulfill and are assigned strategically important roles.
Mexico
Brazil
Puerto Rico
Canada
United state
of America
Firm’s headquartered at USA with its foreign
subsidiaries in Canada, Brazil, Mexico and Puerto Rico
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6. Dispersed Facilities Overview (1/2)
6
Characteristics Subsidiary 1 Subsidiary 2 Subsidiary 3 Subsidiary 4
Operating Sector
Electronic
Equipment
High Tech
Products
Electronic
Equipment
High Tech Control
Systems for Machines
Location Canada Mexico Puerto Rico Brazil
Turnover (million) 400 200 80 60
Company Size Large Large Small - Medium Small
Primary Location Motive
o Low Manufacturing
Cost
o Low Manufacturing
Cost
o Product
Specialization
o Market Access
o Tax Benefit
o Manufacturing
Network is Market
Oriented
This slide provide information about the firm’s foreign facilities at different location and their characteristics like operating sector, turnover, company size and
what is the prime location motive.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

7. Electronic Equipment High Tech Products Electronic Equipment
High Tech Control Systems
for Machines
Canada Mexico Puerto Rico Brazil
400 200 80 60
Large Large Small - Medium Small
o Low Manufacturing
Cost
o Low Manufacturing
Cost
o Product
Specialization
o Market Access
o Tax Benefit
o Manufacturing
Network is Market
Oriented
Operating Sector
Location
Turnover (million)
Company Size
Primary
Location Motive
Characteristics
Subsidiary 1 Subsidiary 2 Subsidiary 3 Subsidiary 4
Dispersed Facilities Overview (2/2)
7
This slide provide information about the firm’s foreign facilities at different location and their characteristics like operating sector, turnover, company size and
what is the prime location motive.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

8. How Lack of Coordination Affecting Overall Performance
8
Delay in Product Launch
o Issues in coordinating product launch activities
o No regular follow up
o Text Here
01
Your Text Here
o Text Here
o Text Here
o Text Here
03 Your Text Here
o Text Here
o Text Here
o Text Here
04
Delay in product delivery to market
o Time to market
02
2017
In
1 Month
2018
In
2 Months
o Product shipments delay without coordination
The parent company and the subsidiaries are facing coordinating issues which are affecting their overall performance. Lack of coordination creating issues in
launching product due to no regular follow up. Delivery of the product is delayed due to lack of coordination.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

9. Table
of Content
9
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve
5. Global Coordination Dashboard
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities

10. Cost
Flexibility
Quality
Delivery Lead Time
o Making product cost efficient to offer it at lower price by achieving lower cost of production
o Your text here
o Responsive to changes with little time, cost or performance
o Product mix, volume, design and range of products
o Your text here
o High performance standard
o Conformance quality
o Making durable products
o Your text here
o Faster delivery speed
o Better delivery dependability with ability to deliver product on schedule
o Your text here
Competitive Priorities Coordination Issues
10
This slide provide information about the key elements which will be taken into consideration as an indicator for firm’s performance in context to resources and
time. They are considered critical decision variable among various subsidiaries.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

11. Competitive
Priorities
Description Subsidiary
1
Subsidiary
2
Subsidiary
3
Subsidiary
4
Cost Text here
Quality Text here
Flexibility Text here
Delivery Lead
Time
Text here
Competitive Priorities Coordination Issues in Subsidiaries
11
Different competitive priorities are considered issues in different subsidiaries. Each subsidiary has different competitive priority as an issue.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

12. Table
of Content
12
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve
5. Global Coordination Dashboard
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism

13. Coordination Activities Location Frequency Comments
Standard development process Headquarter Monthly Text here
Quality control Subsidiary A Text here Text here
Logistics handling Subsidiary B Text here Text here
Transforming knowledge Subsidiary C Text here Text here
Virtual exchange of production knowledge Headquarter Text here Text here
Virtual meeting to support the production process Headquarter Text here Text here
Your text here Text here Text here Text here
Your text here Text here Text here Text here
Various Coordination Activities in Dispersed Facilities (1/2)
13
01 02 03
This slide depicts the different activities that will be performed by the parent company to different subsidiaries in order to coordinate with them.
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14. 14
Fulfillment of Technical tools
Monitoring of Activities
Quality Control
Coherent & Transparent Stream
of Information
Quick Access to Relevant
Information to Staff
Your text here
Providing Advice & Expertise
Regular follow up of all audit
Recommendations
Coordinating Relations with
Auditing Committee
Various Coordination Activities in Dispersed Facilities (2/2)
It is necessary for the parent company to look after the subsidiaries by taking care about how they are managing resources in terms of information flow, quality
management, role of coordinator in coordinating.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.
Quality
Management
Information
Workflow
Role of control
coordinator
Parent
Company
Subsidiary
1
Subsidiary
2
Subsidiary
3
Subsidiary
4

15. 15
Coordination Mechanism for Competitive Priorities
Quality
Raw material quality
o Detailed reporting structure under
centralized purchasing
o Frame agreement for purchasing
o Frequent visits for quality assurance
Product conformance quality
o Detailed product instruction
o Predefined product architecture
o Quality team meet at regular intervals
o Informal communication for product
strategy discussion
o Virtual exchange of process knowledge
transfer
Design flexibility
o Co development participation
o Your text here
o Physical travel for transferring development
competency
Flexibility Product variation
o Transferring responsibilities to hos facilities
o Your text here
o Virtual meetings for knowledge exchange
o Your text here
Delivery Lead Time Speed and dependability
o Your text here
o Your text here
o Your text here
o Problem oriented communication
o Your text here
o Your text here
Cost Lower cost of production input
o Your text here
o Your text here
o Your text here
o Your text here
o Your text here
o Your text here
This slide depicts the activities that will be performed in order to coordinate among the parent company and its subsidiaries by focusing on the parameters that
are considered to be crucial.
Coordination ActivitiesCompetitive Priorities Focus Areas
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16. 16
Focal Product Communication Coordination Mechanism Overall Assessment
Product A
o Regular monitoring
o Ad-hoc competitor analysis
o Eco efficiency improvement by
special task force
o Your text here
o Your text here
Product B
o Dialogue with SIG
o Your text here
o Frequent informal discussion in
Project meetings
o Your text here
o Your text here
Product C
o Stakeholder management system
o Your text here
o Written norms
o Your text here
o Your text here
Product D
o Advice seeking with SIG
o Your text here
o Written list of issues available in
whole organizations
o Your text here
o Your text here
Product Specific Coordination Activities in Dispersed Facilities
The parent company and its subsidiaries will synchronize their activities in respect to the products they are manufacturing. How they will coordinate and
communicate with each other are mentioned in the slide.
*SIG – Special Interest Group
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17. Table
of Content
17
5. Global Coordination Dashboard
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve

18. 5 March 2019 Meeting Team Member Headquarter 3 Hours Weekly
Your text here
Office Tour &
Meeting
Team Member &
Project Leader
Project Site 8 Hours Monthly
Your text here
Meeting & Site
Visit
Business Unit
President & CFO
Your text here Your text here Monthly
Your text here Site Visit Your text here Your text here Your text here Your text here
Your text here Your text here Your text here Your text here Your text here Your text here
Global Coordination Meetings Schedule (1/2)
18
Date Purpose Participants Location Duration Frequency
This slide provides information about the meetings that will be conducted by parent company to ensure the relevant information flow and synchronization with
subsidiaries.
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19. Quality check Seattle Weekly
Material management Canada Monthly
Complaint screening Puerto Rico Monthly
Your text here Your text here Your text here
Your text here Your text here Your text here
Global Coordination Meetings Schedule (2/2)
19
Purpose FrequencyLocation
This slide provides information about the meetings that will be conducted by parent company to ensure the relevant information flow and synchronization with
subsidiaries.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

20. Company 01
Company 02
Company 03
Company 04
Subsidiaries
Different Modes of Coordination
20
Group Mode
of Coordination
Individual Mode
of Coordination
Electronic Mode
of Coordination
Impersonal Mode
of Coordination
o Weekly status review meetings
o Stakeholder review meetings
o Direct contact between
Project managers
o Formalizing informal interaction via
email
o Common database
o Standard reporting system
o In formal inter project meetings
o Steering group meetings
o Allocating same resources in different
projects
o Direct interaction between project
through email
o Usage of report/ documentation for
data sharing
o Coordination group meetings o External consultant required o Your text here
o Standard functionality reports and
testing documents
o Quality group meetings
o Direct contact between project
managers
o Your text here
o Development model for information
systems
This slide provides information about the different ways by which the parent company can coordination with the subsidiaries. The coordination can be of
electronic mode like through email, etc.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

21. 21
Impact of Global Coordination on Facilities
This slide depicts that what benefits will the parent company and its facilities will receive by coordinating strategies.
Strategy Key Elements Benefits
Shared Resources
Shared use of operational and capital resources (vehicles,
facilities, support services)
Reduces costs; increases vehicle productivity; improves
service quality
Coordinating Agency Schedules Coordinate connections between transit services(transport)
Improves program access, could result in cost-efficiencies by
grouping rides from similar origin/destination locations
Centralize Information Create centralized listing of regional service Increased access to service
Provide Technical Training to Coordination Staff
Technical training on skills to implement coordination
strategies, such as financial tools, teambuilding, etc.
Ensures local coordination staff has skills to implement
recommended programs
Assemble Regional Coordination Body
Assemble transportation providers and human services
agencies to discuss ongoing coordination needs within each
region
Identify and track transportation spending within region
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22. Table
of Content
22
o Our Global Presence Across the Globe
o Dispersed Facilities Overview
o How Lack of Coordination Affecting Overall Performance
1. Introduction
o Competitive Priorities Coordination Issues
o Competitive Priorities Coordination Issues in Subsidiaries
2. Key Competitive Priorities
o Various Coordination Activities in Dispersed Facilities
o Coordination Mechanism for Competitive Priorities
o Product Specific Coordination Activities in Dispersed Facilities
3. Global Coordination Mechanism
o Global Coordination Meetings Schedule
o Different Modes of Coordination
o Impact of Global Coordination on Facilities
4. How Coordination will Improve
5. Global Coordination Dashboard

23. Global Coordination Dashboard (1/6)
23
Delivery Status
75%
Within Time Limit
Within Time Limit
435
Out of Time Limit
85
Fleet
Total Fleet
200
On the Move
50
In Maintenance
390%
Fleet Efficiency
Deliveries by Destination
Germany
Austria
Switzerland
France
16%
25%
45%
14%
Weight(tons)
Time(mins)
21
26
23
26
21
37
23
27 26
33
24
27 26
38
34
26
21 21
24 24
26
22
24
35
20
25
30
35
40
0
5
10
15
20
Jan-19
Feb-19
Mar-19
Apr-19
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Loading Time & Weight
Avg Loading Time
30 Mins
55 Tons
Avg Loading Weight
This slide provides information regarding the dashboard that contains indicators to determine the logistics performance to maintain coordination activities in
various dispersed facilities in different regions across the globe.
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

24. Global Coordination Dashboard (2/6)
24
$922.210
Revenue
21% 31%
Costs
$922.678 19%
Profit
$811.357 9%
Shipments
658 6%
Avg Delivery Time
5,556h
Deliveries by Country
Germany
Austria
Switzerland
France16%
25%
45%
14%
Profit by Country
Avg Loading Time
60 Mins
76 Tons
Avg Loading Weight
Avg Delivery Time (hours) & Route (km/hr)
This slide provides information regarding the dashboard that contains indicators to determine the coordination activities in various dispersed facilities in
different regions across the globe.
Delivery Status
Within Time Limit
435
Out of Time Limit
85
82%
Within Time Limit
Fleet Status
Total Fleet
87
On the Move
26
In Maintenance
575%
Fleet Efficiency
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.
$0k
$200k
$400k
$600k
$800k
1-Jan-20
1-Feb-20
1-Mar-20
1-Apr-20
1-May-20
1-Jun-20
1-Jul-20
1-Aug-20
1-Sep-20
1-Oct-20
1-Nov-20
1-Dec-20
Austria France Germany Switzeriand
0
200
400
600
1-Jan-20
1-Feb-20
1-Mar-20
1-Apr-20
1-May-20
1-Jun-20
1-Jul-20
1-Aug-20
1-Sep-20
1-Oct-20
1-Nov-20
1-Dec-20
0
30
60
90
Route Time

25. Global Coordination Dashboard (3/6)
25
JohnSmith
ProcurementManager
Key Measures
Managed Suppliers: 75
Managed Suppliers: $380k
New Contracts: 10
Value Added: $20k
Key Actions
Renew partner contracts with discount
rate lower than 8%
Register top 11 unlisted suppliers
Reach Compliance agreement with
Big Company LLC
Year:2019 Subsidiary: All Managers: All
Rate of contract compliance by supplier category
Supplier Compliance Stats
Suppliers
100%
Contracted
52%
Unlisted
28%
Gold Partner - 5
Silver Partner- 60
Bronze Partner - 95
Total Spending $ 3,221,809
Saving $ 3,221,809
Foregone Savings $ 3,221,809
Category's &
Top Suppliers
# Suppliers Share of Managed Suppliers
1 1072 28
2 5432 10
3 1234 16
4 1098 72
5 1997 46
6 5431 65
80%
30%
40%
70%
26%
85%
This slide provides information regarding the dashboard that contains indicators to determine the coordination activities in various dispersed facilities in
different regions across the globe.
Avg. Procurement Cycle Time (In Days)
Order Placement Delivery
Invoicing
Payment
Confirmation
7.0 d 9.01 d 10.2 d 12.5 d
5-Year-Trend
AVG. Procurement Cycle (Supplier Classification)
85%
Short
105 %
Medium
275%
Long
%of
Suppliers
335
219
140
0 100 200 300 400
Long
Medium
Short
Nr.Of
Suppliers
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

26. Global Coordination Dashboard (4/6)
26
16 TB
Cloud Space
255 Email
Email
843 Files
File Manager
567 Project
All Project
10 15
34
40
54
40
54
65
34 30
50
65
33 28
45
77
65
77
65
73
38
72
52
0
20
40
60
80
100
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
89
Select RangeStatistic View AllCloud Storage
Upgrade Storage
4 TB
Total Storage
800 GB
More Storage
56%
Using Storage
View AllActivity
5 Minutes ago
Jason Henry
Has Uploaded files to Gundam landingpae board
User Guide IIIustrationsUI Design
5 Minutes ago
Philip Armstrong
Has Created new board Real Estate Dashboard
Real Estate Dashboard
View AllEmail
Sample1 .png
5
+6
5 Minutes ago
Bryan Ford
HI. This is the sample design that we need
20 Minutes ago
Maria Gomez
HI. I’ve Sent You the final payment
This slide provides information regarding the dashboard that contains indicators to determine the coordination activities in various dispersed facilities in
different regions across the globe.
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

27. Global Coordination Dashboard (5/6)
27
0
50
100
150
200
250
300
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Shipments by CountryAvg Delivery Time in Days
1-2 Days
2-3 Days
3-4 Days
4-5 Days
Shipments by Country
75%Germany
26%France
87%Switzerland
65%Austria
This slide provides information regarding the dashboard that contains indicators to determine the coordination activities in various dispersed facilities in
different regions across the globe.
On-Time Shipping
Within time limit 400
Out of time limit 74
26%
Within time limit
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

28. Global Coordination Dashboard (6/6)
28
This slide provides information regarding the dashboard that contains indicators to determine the coordination activities in various dispersed facilities in
different regions across the globe.
Perfect Order Rate
10
15
10
25
40
50
10
70
80
30
50
44
0
20
40
60
80
100
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
0
100
200
300
Jan-20
Feb-20
Mar-20
Apr-20
May-20
Jun-20
Jul-20
Aug-20
Sep-20
Oct-20
Nov-20
Dec-20
Austria France Germany Switzerland
Total Shipments by Country
20%
100%
60%
20%
Avg Monthly Rate
Perfect Order RateWarehouse Operating Costs
44
60
30 35
60
48
0
20
40
60
80
2015
2016
2017
2018
2019
2020
$168.42
Avg Monthly Costs
Warehouse Operating Costs Distribution
30%
26%
15%
10%
19%
Order Picking
Other
Shipping
Receiving
Storage
On-Time Shipments
72%
Within Time Limit
Within Time Limit
100
Out of time limit
72%
This graph/chart is linked to excel, and changes automatically based on data. Just left click on it and select “Edit Data”.

29. 29
Global Coordination Icons Slide
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30. 30
Additional Slides
30

31. 31
Coordination Activities in Dispersed Facilities
Company Formal Coordination Informal Coordination
Hosting Facility
o Creating core ideas of product line
o Standard development process
o Specifies knowledge intensive activities
o Maintains the purchasing and defines a system for interaction
o Setting and implementing KPIs.
o Transforming knowledge
o Virtual exchange of production knowledge
o Virtual meeting to support the production process.
Company A
o Detailed production instruction
o Direct supervision
o Virtual meeting to support the production process
Company B
o Planned meeting for material management
o Coordination with pre- defined product architecture
Problem-oriented coordination through direct travel
o purchasing to ensure the quality of raw materials.
o production process: to ensure the quality of final products.
Company C
o Product architecture and detailed description
o Written reporting system
o Unplanned travel to coordinate the development activities
Company D o Planned meetings of Global R&D team
o Virtual exchange among the engineers for product
related know-how transfer
This slide provides information about the coordination activities in various dispersed facilities in different regions across the globe.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

32. 32
Various Global Coordination Strategies
Centralized Strategy Balanced Strategy Subordinate Strategy
Characteristics
o Highly centralized inter project interaction
o High control over development activities by
higher authorities
o Inter project interaction through group
meetings, direct contacts and database
o Localization of decision making power into
projects
o Formal hierarchical channels for inter- project
interaction
o Resemblance of program structure to parent
organization structure
Design Parameters
o Less concurrent projects
o Project tasks interdependency is high
o High uncertainty related to system dynamics
o Less concurrent projects
o High interdependency among project tasks
o Low uncertainty related to system dynamics
o High concurrent projects
o Low interdependency among project tasks
Constraints
o Higher number of participating organization,
lower ability to meet goals
o Higher geographic distribution of program,
lower ability to meet goals
o Higher uncertainty related to system
dynamics, lower ability to meet goals
This slide provides information about the coordination activities in various dispersed facilities in different regions across the globe.
This slide is 100% editable. Adapt it to your needs and capture your audience's attention.

33. 33
Coordination in Global Supply Chains
This slide provides information about the supply chain activities coordination at global level.
Logistics
Global logistics is responsible for the transportation, inventory
management, packing and materials handling
Purchasing
Global purchasing is responsible
for the boundary- spanning role
with suppliers
Market
Channels
Global market channels are
responsible for the boundary-
spanning role with customer
Operations
Global operations are responsible for the managing of production,
competitive priorities, vertical integration, and quality
GlobalSuppliers
GlobalCustomers
o Supply chain coordination is as important globally as the chain functions
themselves.
o Coordination drives the total value achieved in global supply chains.
o Coordination needs to take place at every cross – section of the supply chain
Firm can achieve a competitive edge by –
o coordinating the raw-material-to-end-customer global supply chain
o maximize efficiencies in total costs (i.e., provide greater total value than many
other companies).
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34. 34
Coordination in Global Supply Chains
This slide provides information about the supply chain activities coordination at global level.
Information
Flows
Supplier
Supplier
Supplier
Supplier Manufacturer Customer
Customer
Customer
Customer
Accurate
Analysts of
Information
Coordination
with her
Members
Process
Implementation
Sourcing Production Delivery
Plans of allocating stocks with logistics
services availability
Matching Forecast Demand
Maximise resources utilisation through information
exchange along the open supply network by
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35. 35
Corporate Global Strategy
The strategic outlook multinational corporations have toward subsidiaries management It represent how MNCs balance the potential
needs of global integration and global differentiation
o Shared resource management
o Highly centralized that leads to
underestimation of local needs
o Knowledge transfer from headquarter to
subsidiaries only
Global -
Standardization
o Home country expertise
o Majority of vale chain maintained at
headquarters
o Technology control structured and control
at headquarter
International
o Knowledge and innovation is developed and
dispersed within entire network
o Entire corporation regarded as network
o Each subsidiary assigned with responsibility
o Mutual development
Transnational
o Autonomous subsidiaries
o Market oriented business configurationMultinational
Global
International
Transnational
Strategy
Multinational
Local Responsiveness HighLow
GlobalIntegration
High
Low
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Our Team
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Our Goal
04 03
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Post It Notes
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Thank You
Address
# street number, city, state
Email Address
emailaddress123@gmail.com
Contact Number
0123456789