本文是留学生assignment范例，题目是“Managing Resources for Global Competition（为全球竞争管理资源）”，Caterpillar公司是一家通过全球经销商网络设计、开发、工程、制造、销售机械、发动机、金融产品和保险的跨国公司。它是世界上最大的建筑设备制造商。卡特彼勒是一家上市公司，在大约180个国家拥有500多个制造和服务地点(麦当劳，2018年)。
Abstract 摘要
Caterpillar Incorporated is a multinational firm that designs, develops, engineers, manufactures, markets, and sells machinery, engines, financial products, and insurance to customers via a worldwide dealer network. It is the world's largest construction equipment manufacturer. Caterpillar is a publicly-traded company with over 500 manufacturing and servicing locations in approximately 180 countries (McDonald, 2018).
In assessing their internal capabilities and limitations concerning its current operations, including the organizational, infrastructural, global, and human aspects, I would review the following SWOT analysis of the company as a starting point of the study.
在评估他们的内部能力和限制有关其目前的运营，包括组织，基础设施，全球，和人的方面，我将回顾以下公司的SWOT分析作为研究的起点。
1.Expansion or Business Development Opportunities拓展或商业发展机会
“In pursuing our business strategy, we routinely evaluate targets and enter into agreements regarding possible acquisitions, divestitures, and joint ventures. We often compete with others for the same opportunities. To be successful, we conduct due diligence to identify valuation issues and potential loss contingencies, negotiate transaction terms, complete complex transactions and manage post-closing matters such as the integration of acquired businesses”(Annual Reports, 2018). This due diligence process in strategic planning helps Caterpillar manage risks involved in an expansion or acquisition and concerning the valuation calculations based on cash-flows.
在执行我们的商业战略时，我们经常评估目标，并就可能的收购、剥离和合资企业达成协议。我们经常和别人竞争同样的机会。为了取得成功，我们进行尽职调查，以确定估值问题和潜在的或有损失、谈判交易条款、完成复杂交易和管理收购业务整合等交易完成后的事项”(2018年年报)。战略规划中的尽职调查过程有助于卡Caterpillar管理涉及扩张或收购的风险，以及基于现金流的估值计算。
It is this ability that allows Caterpillar to focus on the operations that are profitable and invest the capital to where it will generate the highest ROI and market share growth. I see a significant opening for Caterpillar to increase its presence in the APAC area to take advantage of logistical cost-saving, sourcing, and proximity to innovation centers in Japan, China, and Korea. A factor rating of the three countries for expansion resulted in this summary of South Korea’s results, China scored, 56, and Japan scored 63 with the resulting factor rating matrix:
China was ruled out for expansion because of current trade pressures with the US, and Japan was skipped because of cost, Korea offers a more cost-efficient and secure investment, its proximity to China although presents aggregate opportunities for procurement and sourcing, reducing lead-time, total cost and at more sustainable level by reducing supply chain carbon footprint. Furthermore, Korea’s maritime capabilities make it an excellent nexus for as a transloading point with manufacturing, assembly, and parts distribution operations to serve Caterpillar’s global strategic plans, offering a differentiated assortment of products and services, competitive and sustainable.
2.Cost Saving成本节约
To positively affect costs, lead times, and to maintain optimal stocks, this facility will leverage the firm’s global procurement footprint and lean supply to reduce or eliminate buffer stocks and lead-times. Caterpillar’s current supply chain operates with high visibility and a high level of collaboration with its vendors, dealerships, and service centers to manage demand efficiently. The Korea location will establish a customer pull strategy implementing a Kanban system to reduce inventory levels and matching the need determined by the customer instead of using standard MRP systems planning, which push production rather than allowing the customer’s demand to signal manufacturing and assembly.
为了积极影响成本、交货期，并保持最佳库存，该设施将利用公司的全球采购足迹和精益供应，以减少或消除缓冲库存和交货期。卡特彼勒目前的供应链运作良好，并与其供应商、经销商和服务中心进行了高水平的合作，以有效地管理需求。韩国的位置将建立一个客户拉动战略，实施看板系统，以减少库存水平和匹配客户的需求，而不是使用标准的MRP系统规划，这将推动生产，而不是允许客户的需求表明制造和组装。
Using JIT inventory management, this facility will reduce safety stocks to a minimum, but at optimal levels to meet customer demand. “The underlying JIT philosophy is to produce or supply whatever is needed, wherever needed, and whenever required, just in time with almost no inventories to be maintained” (Vrat, 2014).
“Our global operations are dependent upon products manufactured, purchased, and sold in the U.S. and internationally, including in countries with political and economic instability or uncertainty… Operating in different regions and countries expose us to a number of risks”(Annual Reports, 2018).
3.External Threats外部威胁
Revisiting the SWOT analysis of Caterpillar, the Threat quadrant listed:Trade wars, tariffs, quotas and trade agreements that may impact operations；Uncertainty in economic outlook on a global scale, financial sensitivity；Geopolitical tensions may create supply chain difficulties.Price sensitivity on resources or shortages of raw materials.Due to the worldwide dependence that Caterpillar has on international sales and revenue, the Weakness quadrant of the SWOT analysis needs to be discussed due to the scope of Caterpillar’s global footprint.
回顾Caterpillar的SWOT分析，威胁象限列出:可能影响运营的贸易战、关税、配额和贸易协定;全球经济前景的不确定性、金融敏感性;地缘政治紧张可能会造成供应链困难。对资源或原材料短缺的价格敏感性。由于Caterpillar在全球范围内对国际销售和收入的依赖，由于Caterpillar全球足迹的范围，需要讨论SWOT分析的弱点象限。
4.Company Assessment公司评估
“Caterpillar made the paradigm transformation to becoming a lean Six Sigma organization in the early 2000s by selecting, training and then deploying, master, black and green belt Six Sigma levels cross-functionally, They began to employ proven project and change management processes to implement and create value by engaging in projects aligned with overall business strategies to leverage six sigma as an enabler” (Garcia, A., 2008).
“Caterpillar在21世纪初通过选择，培训，然后部署，掌握，黑绿带六西格玛的跨职能，实现了向精益六西格玛组织的范式转变，他们开始采用经过验证的项目和变更管理过程来实施和创造价值，通过参与与整体商业战略相结合的项目，利用六西格玛作为使能器”(Garcia, A.， 2008)。
5.ISO Standards ISO标准
Caterpillar’s transformation is ongoing nearly twenty years later; during this time, they launched an initiative to implement an enterprise-wide system known as the Caterpillar Production System. Based on Taichi Ohno’s Toyota Production System employed at Toyota, “CPS is the common Order-to-Delivery process that was implemented, enterprise-wide to achieve people, quality, velocity, and cost goals…embracing lean manufacturing concepts such as reducing waste, Poka Yoke, standard work, visual factory, continuous improvement, quick change over, pull, among others.
Caterpillar的转型已经持续了近20年;在此期间，他们发起了一项倡议，实施一个企业范围内的系统，称为毛毛虫生产系统。基于Taichi Ohno在丰田公司使用的丰田生产系统，“CPS是通用的订单交付过程，在企业范围内实现人员、质量、速度和成本目标……包括精益生产理念，如减少浪费、Poka Yoke、标准工作、视觉工厂、持续改进，快速切换，拉，等等。
CPS was not only implemented in the factory operations but also other functions such as product design, purchasing, supply chain, and quality “ (Ranjanis, 2013).
6.TQM and ISO 9000 Benchmarks TQM和ISO 9000基准
The Caterpillar Production System (CPS) meshes Lean manufacturing practices, Six Sigma process, and design analysis, Operational Excellence strategy to sustain the TQM practices enterprise-wide at ISO standards. The CPS is the driving factor in Caterpillar’s operational management and strategic efforts by focusing on the following processes.
Caterpillar生产系统(CPS)结合了精益生产实践，六西格玛过程，设计分析，卓越运营战略，以维持在ISO标准的企业范围内的TQM实践。CPS是Caterpillar运营管理和战略努力的驱动因素，主要集中在以下流程。
The result of the implementation of the CPS, a cultural change has occurred at Caterpillar Inc., making the firm more competitive, sustainable, safe, and known globally for quality. They have successfully meshed ISO standards and TQM practices to maintain a leadership position in quality, customer service with a differentiated product and service assortment (Quality Management, 2018).
A large firm that does custom, at world-class levels that can respond to market or economic conditions quickly anywhere on the globe. Caterpillar uses internal and external benchmarking to compare its safety, quality, and sustainability practices to industry competitors and large multinational enterprises in every strategic business unit to sustain world-class operations.
一个大公司，做定制，在世界一流的水平，可以对全球任何地方的市场或经济条件作出快速反应。卡特彼勒利用内部和外部基准，在每个战略业务部门将其安全、质量和可持续性实践与行业竞争对手和大型跨国企业进行比较，以维持世界级的运营。
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