Global Footprint Design

  • Günther Schuh
  • Sebastian Gottschalk
  • Philipp Attig
  • Axel Hoeschen


The configuration of global production networks is often times rather the result of coincidence than strategy. Evaluation of production locations and network configurations is mostly based on costs and operative restrictions, but few approaches exist to evaluate possible benefits. “Global Footprint Design”, is an integrated heuristic approach to measure and evaluate the strategic value of a specific configuration of a production network with respect to the network’s business environment. The strategic value is herein deduced as the degree of correspondence of the network’s characteristics to the procurement market on the one hand and to the sales market on the other.


Production Management Production Engineering Production Network 


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

5 References

  1. [1]
    Bartlett, C.A., 1989, Transnationale Unternehmung — Aufbau und Management der transnationalen Organisations-struktur, In: M.E. Porter (Hrsg.), „Globaler Wettbewerb“. Wiesbaden, Germany: Gabler: 425–466.Google Scholar
  2. [2]
    Bartlett, C.A.; Ghoshal, S.; Birkinshaw, J., 2004, Transnational Management: Text, Cases, and Readings in Cross-Border Management.Google Scholar
  3. [3]
    Bhattacharya, A.; Bradtke, T.; Hemerling, J.; Lebreton, J.; Mosquet X.; Rupf, I.; Sirkin, H.; Young, D., 2004, Capturing Global Advantage — How Leading Industrial Companies are Transforming Their Industries (The Boston Consulting Group).Google Scholar
  4. [4]
    Bleicher, K., 2001, Das Konzept Integriertes Management, Visionen — Missionen — Programme.Google Scholar
  5. [5]
    Doz, Y.L.; Prahalad, C.K., 1991, Managing DMNCs: A Search for a new Paradigm. In: Strategic Management Journal, Vol. 12, Special Issue, Global Strategy: 145–164.CrossRefGoogle Scholar
  6. [6]
    Gälweiler, A.; Schmaninger, M., 1990, Strategische Unternehmensführung.Google Scholar
  7. [7]
    Geisbauer, R., Schuh, G., 2004, Global Footprint Design.Google Scholar
  8. [8]
    Hamel, G.; Prahalad, C. K., 1990, The Core Competence of the Corporation, In: Harvard Business Review, vol. 68/3: 79–91.Google Scholar
  9. [9]
    Harre, J., 2006, Global Footprint Design.Google Scholar
  10. [10]
    Jarillo, J.; Martinez, J., 1990, Different roles for subsidiaries: The case of multinationals corporations in Spain. In: Strategic Management Journal 11/1.Google Scholar
  11. [11]
    Jost, P.-J., 2001, Der Transaktionskostensatz in der Betriebswirtschatslehre.Google Scholar
  12. [12]
    Penrose, E.T., 1959, The Theory of the Growth of the Firm.Google Scholar
  13. [13]
    Porter, M.E., 1980, Competitive Strategy.Google Scholar
  14. [14]
    Porter, M.E., 1998, Competitive Advantage.Google Scholar
  15. [15]
    Prahalad, C.K.; Doz, Y.L., 1987, The multinational mission: Balancing local demands and global vision.Google Scholar
  16. [16]
    Sydow, J., 2002, Strategische Netzwerke: Evolution und Organisation.Google Scholar
  17. [17]
    Ueda, K., 2001, Synthesis and emergence — research overview. In: Artificial Intelligence in Engineering 15: 321–327.CrossRefGoogle Scholar
  18. [18]
    Ulrich, H, 2001, Systemorientiertes Management.Google Scholar
  19. [19]
    Wernfeld, B., 1984, A resource-based view of the firm In: Strategic Management Journal 5/2: 171–180.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag London Limited 2008

Authors and Affiliations

  • Günther Schuh
    • 1
  • Sebastian Gottschalk
    • 1
  • Philipp Attig
    • 1
  • Axel Hoeschen
    • 1
  1. 1.Laboratory for Machine Tools and Production Engineering WZLRWTH Aachen UniversityGermany

Personalised recommendations