organizing a production network. The opportunities that arise from financialization necessitate leading firms to expand their production networks. Firms that succeed in globalizing their production networks have a tendency to perform better in financial markets, which changes their lens on how the firm should grow and govern. Corporations do not rely completely on financial institutions or banks to fund their projects and investments, as they can now turn to capital markets for private funding. However, firms have to meet the terms of their investors, which in most cases is raising the stock price and create more value for the shareholders. Subcontracting high maintenance production operations to capable suppliers allow firms to maintain their position in the market while gaining more value for their shareholders. (Yeung, 2015).
成本降低是促使领先企业采用外包和分包等做法的关键因素，尽管成本作为一个概念是相对的。为了更好地了解成本如何影响生产网络，必须考虑企业或供应商所拥有的特定参与者的能力。成本能力比有助于理解成本的影响，以及为什么领先的公司选择将特定的增值过程外包给特定的供应商。这一比例因公司而异。企业可以通过降低成本或培养新的能力或同时通过这两种方式来优化这一比例。使用全球生产网络优化成本/能力比率的公司有更好的机会保持或提升其在全球终端市场的地位。嵌入领先公司生产网络并提升自身能力的供应商可能会随着时间的推移优化自己的比率。如果交易关系得到扩大，企业间进行学习，这些供应商可能会成为企业的战略合作伙伴。全球生产网络理论中的市场创造涉及生产者和消费者。生产商通过在不同市场扩张来寻求更多利润，而客户则以更低的价格要求更好的产品或服务。生产网络的持续配置和新市场的创建是这一反复过程的结果。无论成本/能力比率如何，企业都面临着发展和维持其市场影响力的压力。高比率的公司更倾向于重新配置生产网络，以保持其在市场中的地位。低比率领先企业继续试图进入市场，并希望从市场的先发优势中受益。与此同时，供应商也面临着同样的压力，因为通过领先公司进入市场最终会带来更多的价值获取。客户对创造市场也至关重要。除了质量和价格之外，客户现在比以往任何时候都更了解他们使用的产品，并考虑到更多的因素，如环境影响或道德和社会责任。这些偏好对构建和组织生产网络的影响越来越大。金融化带来的机遇要求领先的公司扩大其生产网络。成功实现生产网络全球化的公司有在金融市场表现更好的趋势，这改变了他们对公司应该如何发展和治理的看法。企业不再完全依赖金融机构或银行为其项目和投资提供资金，因为它们现在可以转向资本市场进行私人融资。然而，公司必须满足投资者的条件，在大多数情况下，这会提高股价，为股东创造更多价值。将高维护生产业务分包给有能力的供应商，使公司能够保持其在市场上的地位，同时为股东获得更多价值。
When a firm designs its global production strategy, has to take decisions about some important areas. First, they must decide on the number of the plants they want to scatter across the globe and their exact locations, which is determined by a number of factors such as cost, government policies or returns. Second, is the role of these plants and the relationship between them. Third, are the purchasing policies that the organization will adopt. Studies have shown that the decision of a plant location is of great importance and the time that firms invest for that decision to be taken exceeds the overall time consumed to organize the production network and the logistic chain. Five factors related with the location decision and derive from FDI considerations are; the market , its size and growth, what type of products or services are demanded and the level of competition; the resources available to the location, raw materials or workforce; the production costs, cost of labor or raw materials, transportation and energy; the political conditions of the location, tax rates or incentives, position of the government toward foreign investment; and lastly cultural and linguistic conditions, such as similar way of conducting business, different languages spoken or the attractiveness of a product in that market. (Stonehouse, Campell et.al, 2004)
当一家公司设计其全球生产战略时，必须对一些重要领域做出决定。首先，他们必须决定他们想要分布在全球的工厂数量及其确切位置，这是由成本、政府政策或回报等多个因素决定的。其次，是这些植物的作用以及它们之间的关系。第三，是组织将采用的采购政策。研究表明，工厂选址的决定非常重要，企业为做出这一决定所投入的时间超过了组织生产网络和物流链所花费的总时间。与选址决策相关并源自外国直接投资考虑的五个因素是：；市场、规模和增长、需要什么类型的产品或服务以及竞争水平；地点、原材料或劳动力可用的资源；生产成本、劳动力或原材料成本、运输和能源成本；所在地的政治条件、税率或激励措施、政府对外国投资的立场；最后是文化和语言条件，例如类似的经营方式、不同的语言或产品在该市场上的吸引力。
Transnational corporations, according to Dickens, can follow four strategies of global production which can vary from firm to firm and industry to industry. The simplest strategy is the globally concentrated production. All production activities are gathered in a single location and then products are exported to global end markets through the firms’ sales network. Host market production, is a type of production, that production and final goods are targeted directly towards the host market. In cases where the host market is similar with that of the firm’s, the end product will have less differentiations. Criteria for host market plant creati
