Managing global network operations along the engineering value chain
Abstract
Purpose: This paper aims to improve understanding of how to manage global network operations from an engineering perspective. Design/methodology/approach: This research adopted a theory building approach based on case studies. Grounded in the existing literature, the theoretical framework was refined and enriched through nine in‐depth case studies in the industry sectors of aerospace, automotives, defence and electrics and electronics. Findings: This paper demonstrates the main value creation mechanisms of global network operations along the engineering value chain. Typical organisational features to support the value creation mechanisms are captured, and the key issues in engineering network design and operations are presented with an overall framework. Practical implications: Evidenced by a series of pilot applications, outputs of this research can help companies to improve the performance of their current engineering networks and design new engineering networks to better support their global businesses and customers in a systematic way. Originality/value: Issues about the design and operations of global engineering networks (GEN) are poorly understood in the existing literature in contrast to their apparent importance in value creation and realisation. To address this knowledge gap, this paper introduces the concept of engineering value chain to highlight the potential of a value chain approach to the exploration of engineering activities in a complex business context. At the same time, it develops an overall framework for managing GEN along the engineering value chain. This improves our understanding of engineering in industrial value chains and extends the theoretical understanding of GEN through integrating the engineering network theories and the value chain concepts.
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The efficacy of these mechanisms depends on which part of the engineering value chain is the core focus of the operations: product development/production, design/idea generation, or service/support.
“The efficacy of these mechanisms depends on which part of the engineering value chain is the core focus of the operations: product development/production, design/idea generation, or service/support.”
From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Zhang and Gregory, 2011
Zhang and Gregory (2011) identify mechanisms of value creation in global engineering networks: efficiency, innovation, and flexibility.
“In a multiple case study of engineering firms, Zhang and Gregory (2011) identify mechanisms of value creation in global engineering networks: efficiency, innovation, and flexibility.”
From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Zhang and Gregory, 2011
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National Innovation Systems and Global Value Chain Participation: The Role of Entrepreneurship
Ma, Z., Wang, L., Zheng, X., & Zhang, J. (2021) · European Journal of Development Research · doi:10.1057/s41287-021-00405-0 · Cited by 3 · see citing works
Interactions between R&D and production in globalisation
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Interdependency in coordinating networked maintenance and modification operations
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Self-citationImplementing a centralised procurement strategy for global supplier base management
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Framing International Operations Management: Contributions from Emerging Country Multinationals
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International Manufacturing and Engineering
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Self-citationEngineering Value Chain Simulation and Innovation
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Self-citationINTEROPERABILIDADE LOGÍSTICA: UMA PROPOSTA DE CONCEITO, ATRIBUTOS E PRÁTICAS.
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- Authors
- Zhang, Y., & Gregory, M.
- Affiliations
- University of Birmingham (GB)
- University of Cambridge (GB)
- ORCID
- Zhang, Yufeng
- Venue
- International Journal of Operations & Production Management
- Publisher
- Emerald
- Published
- 2011-06-21
- Volume
- 31
- Issue
- 7
- Pages
- 736-764
- ISSN
- 0144-3577 (ISSN-L)
- OpenAlex
- W2108655301
- Cited by
- 78
- References
- 69
- Citations by year
- 2026: 1 · 2025: 1 · 2024: 2 · 2023: 2 · 2022: 3 · 2021: 3 · 2020: 3 · 2019: 6 · 2018: 4 · 2017: 10 · 2016: 9 · 2015: 5 · 2014: 7 · 2013: 11 · 2012: 10
- FWCI
- 18.75
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- International Journal of Operations & Production Management (publishedVersion)
- Cambridge University Engineering Department Publications Database (submittedVersion)
- University of Birmingham Research Portal (University of Birmingham) (submittedVersion)
- Funders
- Engineering and Physical Sciences Research Council (EP/E001769/1)
- Topics
- Social Sciences › Business, Management and Accounting › Management Information Systems › Outsourcing and Supply Chain Management
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Collaboration in agile enterprises
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Product Development and Customization
- Keywords
- value creation, network design, network operation, value chain management, aerospace industry, automotive industry, defense industry, electronics industry, industrial value chain
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Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
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