Download the book of abstracts - EurOMA 2011

Global supply chain networks
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GSCN7 Advances in augmented reality for operating global manufacturing value chains
Wasim A. Khan, Amir Hussain
Institute of Business Administration, Karachi, Pakistan
Michael Porter’s [1985] Value chain encompasses all activities of the chain through which the product gains some value.
Production value chains are consist of tangible and intangible activities required to produce and market a product.
These value chains utilize flow of material, flow of energy and flow of information linked with the particular value chain.
Automation based on augmented reality provides micro to macro level control over these value chains and a manager
has higher level of control of the decision parameters. This paper demonstrate use of augmented reality complementing
decision making processes in operating global value chains.
GSCN8 Governance and transformation of clusters: theoretical models and the case of
the maritime cluster in mid-west Norway
Lise Lillebrygfjeld Halse
Molde University College, Molde, Norway
Building on a global supply chain perspective the paper seeks to develop a conceptual model which describes and
explains the transformation of industrial clusters over time under the duress of globalization with particular emphasis
on changing governance dynamics. The model incorporates the cluster ‘macroculture’ which links the macro and
transaction levels in the cluster, in order to explain cluster changes and transformations. The maritime cluster in Mid-
West Norway is used to demonstrate the applicability of the model.
GSCN9 Managing global manufacturing networks: Uncovered plant roles of global
manufacturing companies
Marja Blomqvist, Virpi Turkulainen
Aalto University, Espoo, Finland
Our aim is to increase the understanding about plant roles in global manufacturing networks. The paper builds on two
established plant role frameworks: Ferdows (1989, 1997) and Johansen and Riis (2005, 2007). The paper engages in
assessing of these frameworks as well as in elaborating them with case studies of four global manufacturing networks.
Our analysis indicates that the previous frameworks are partly overlapping but complementary. Furthermore, our
findings indicate that the plants may have several strategic reasons for their location thus implicating a need to revise the
frameworks. We also suggest three new roles.