Facilitating Contextual Ambidexterity in a Global Operations Expansion Program

One of the focal challenges in managing global operations is how to utilize existing knowledge to avoid reinventing the wheel, yet to critically assess current knowledge and develop new knowledge when adapting to local conditions. Research indicates that successful organizations manage these tensions by developing ambidexterity. We elaborate on contextual ambidexterity—one specific form of ambidexterity—in the global operations expansion program at Neste. We conclude with illustrations of tools used to facilitate alignment and adaptability over time. Interestingly, different tools are used in different phases of the program. Moreover, the emphasis cycles between alignment and adaptability.

The impact of a manufacturing execution system on supply chain performance

Manufacturing Execution Systems (MES) are still rather unknown compared to their relatives, Enterprise Information Systems. To date, most research about MES focused on technical aspects and implementation approaches. In this paper, five statistical models are developed and a web-based survey among global Operations and Supply Chain managers from the manufacturing industry is conducted. Managers were invited to complete a questionnaire, where the central questions queried the mentioned performance metrics, but also other conditions like the presence of ERP or Lean practices. When comparing the means between companies with and without an MES, it shows that on each performance metric, MES-companies perform better than non-MES companies do. The results of the statistical analysis support the authors’ claim that companies with an MES in place outperform their competitors without an MES on the inventory- and logistics performance, as well as on Order Lead Time.

Sustainability of global and international business operations during the adversity and hardship

The COVID-19 pandemic has altered the way business is conducted. The widespread closure of commercial organizations presents opportunities to reset the way business activities are conducted. Regardless of the organization’s size or its status as a domestic or international firm, due diligence is required to find solutions that will allow firms to sustain their business activities in uncertain times. This study addresses this issue and attempts to identify issues that require urgent attention so that organizations can be effective and efficient in their global operations. In this context, the study proposes three imperatives for global/international businesses to sustain their operations in the long term. These imperatives include having a strong reserve fund, access to a local mutual fund, and networking to form alliances in host countries. Other implications are discussed, and we identify areas for future research.

Remanufacturing in the Heavy Vehicle Industry—Case Study of a Finnish Machine Manufacturer

This study analyses remanufacturing operations of a Finnish heavy vehicle manufacturer with global operations. The company has remanufactured and refurbished certain components for a decade in a centralised remanufacturing and recycling centre in Finland, but it has encountered significant challenges, especially in reverse logistics. The company considers regional remanufacturing to decrease these disadvantages. The purpose of this study is to analyse the characteristics, challenges and benefits of regional remanufacturing by reviewing the relevant literature and analysing the empirical data, including a survey for international subsidiaries of the case company to determine regional needs. As a result, we have identified significant benefits, especially related to minimised logistics costs and better availability of the components, but also challenges, such as lack of resources, and insufficient economies of scale.

Exploring Major Factors Affecting Virtual Team Performance

Increasing global operations of companies and advances in communication technologies in the last two decades have led companies to create virtual team, in which employees work more productively and cost-effectively from different locations. This situation required virtual team leaders to have a different perspective and management approach than the leaders who manage teams in the usual offices. Performance management is one of the vital tasks of virtual team leaders and is a multidimensional research topic for researchers interested in virtual team management. Knowing the determinants of performance will be useful in quality decision-making, problem-solving, and many other managerial processes. This research aims to explore major factors affecting virtual team performance by using a systematic literature review methodology that includes more than one hundred scientific articles. Findings of this study suggest that these factors are leadership, communication, collaboration, cohesion, commitment, conflict, interpersonal relations, knowledge sharing, feedback, trust, diversity, recognition, and empowerment.

Industry First AI-Powered Fully Automated Safety Observation System Deployed to Global Offshore Fleet

As the oil and gas industry is facing tumultuous challenges, adoption of cutting-edge digital technologies has been accelerated to deliver safer, more efficient operations with less impact on the environment. While advanced AI and other digital technologies have been rapidly evolving in many fields in the industry, the HSE sector is playing catch-up. With the increasing complexity of risks and safety management processes, the effective application of data-driven technologies has become significantly harder, particularly for international organizations with varying levels of digital readiness across diverse global operations. Leaders are more cautious to implement solutions that are not fit-for purpose, due to concerns over inconsistencies in rolling out the program across international markets and the impact this may have on ongoing operations. This paper describes how the effective application of Artificial intelligence (AI) and Machine Learning (ML) technologies have been used to engineer a solution that fully digitizes and automates the end-to-end offshore behavior-based safety program across a global offshore fleet; optimizing a critical safety process used by many leading oil & gas organization to drive positive workplace safety culture. The complex safety program has been transformed into clear, efficient and automated workflow, with real-time analytics and live transparent dashboards which detail critical safety indicators in real time, aiding decision-making and improving operational performance. The novel behavior-based safety digital solution, referred to as 3C observation tool within Noble drilling, has been built to be fully aligned with the organization's safety management system requirements and procedures, using modern and agile tools and applications for fully scalability and easy deployment. It has been critical in sharpening the offshore safety observation program across global operations, resulting in a boost of the workforce engagement by 30%, and subsequently increasing safety awareness skill set attainment; improving overall offshore safety culture, all while reducing operating costs by up to 70% and cutting carbon footprint through the elimination of 15,000 manhours and half a million paper cards each year, when compared to previously used methods and workflows

Dialectical Analysis of Global Staffing Policy

Global staffing is an essential aspect of human resource management in multinational corporations (MNC) (Collings & Scullion, 2009). As the positioning of multinational organizations gradually becomes global, multinational companies must cultivate suitable global personnel. Flexible and adequate staffing and management skills can give transnational corporations a particular competitive advantage in global operations (Collings & Scullion, 2009). Understanding the background of the local market and gaining and sharing tacit knowledge in jobs around the world are all necessary professional skills for the multinational company (Harvey et al., 1999). However, human resources management departments also face more significant challenges as the multinational company expands its business globally. Learning how to effectively respond to the staffing problems of multinational companies in the course of operation reflects the company's operating capabilities. This article will first define and elaborate the global staffing policy, while the factors that will make the system more effective will be introduced. Secondly, the current problems and challenges faced by multinational companies will be listed, followed by corresponding measures. Finally, other recommendations will be provided in some areas for the human resources of multinational companies.

Pandemic and bills: The impact of COVID-19 on energy usage of schools in South Africa

The COVID-19 pandemic continues to wreak havoc on global operations and economies. Inadvertently, lock-downs and working from home have reduced the daily carbon footprints of transport and office buildings. A beneficial consequence of these reductions is the ability to measure the differential demand of occupants, to benchmark the base load of these buildings, and identify opportunities for efficiency improvements. In this paper we evaluate the change in energy demand in five public schools in South Africa with changes in occupancy due to the COVID-19-imposed lockdowns.