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Global Operations (19CI70004)

General information






S semester

ECTS Credits:


Teaching Staff:

Group Teacher Department Language
Sec: A Frank Wiengarten Operaciones, Innovación y Data Sciences ENG

Group Teacher Department Language
Sec: B Frank Wiengarten Operaciones, Innovación y Data Sciences ENG


Globalisation refers to the various cultural, social, political economic and technological processes that can be translated into increased interactions between different and often remote locations the length and breadth of our planet.

Through globalisation, companies or other organisations develop a global influence by operating internationally. Globalisation is related to the ability to produce/provide products and services beyond the borders of the country of origin of the company in question.

Operations Management in a global context will discuss: the definition of Global Operations Strategy; the location of production centres in different parts of the globe; decisions regarding types of processes in each centre; the management of supplier networks; the development of innovation, enhancing the cultural elements of each country that facilitate innovation; the creation and management of support services in different geographical locations; the impact of operations on global sustainability.

Course Learning Objectives

1. To study Operations Management and Innovation as the creator of global competitive advantage
2. To analyse how global and international companies can overcome geographical, cultural and organisational barriers, and leverage the strengths of production system networks to create value
3. To learn how operations should evolve in order to adapt to the dynamics of globalisation regarding the emergence of new competitors, technological changes and market variations
4. To study the different methods used by global businesses to manage operations and innovation in different regions in order to maximise local strengths
5. To analyse how operational configurations affect growth prospects and how to align operational strategies with growth strategies
6. To study Operations Management and Innovation in global service providers, in transactional as well as professional service companies


15. Comprehension of the complexity of the local and global contexts
12. Teamwork and collaboration
14. Appreciation/understanding of diversity
4. Taking decisions / making judgments
6. Comprehension of the relational context of organizations
1. Knowledge acquisition, comprehension and structuring
3. Strategic thinking, systemic thinking
2. Application of knowledge to achieve results

Relation between Activities and Competences

15 12 14 4 6 1 3 2
Case study reports and practical exercises                
Final Examination                


1. Topic 1. Global operations strategy

2. Topic 2.Process Design & Analysis

3. Topic 3. Theory of Constraints

4. Topic 4. Global supply chain management: outsourcing and offshoring

5. Topic 5. Risk management and global operations

6. Topic 6. Performance measurement systems in a global context

7. Topic 7. Operations in global professional service firms

Relation between Activities and Contents

1 2 3 4 5 6 7
Case study reports and practical exercises              
Final Examination              


The methodology is highly participatory and action-oriented. A combination of presentations and class discussions ¿ in constant interaction with students ¿ and analysis and discussion of cases allows a gradual implementation of the concepts introduced. The professor plays a dual role: presenting theoretical concepts and facilitating discussions.

In order for the subject to run smoothly, please note the following:

- Working in teams, students must discuss and analyse the case studies and prepare a report.

- Discussion of case studies and exercises will follow different structures (individual presentations, role-playing, group debate, etc.), so individual group members must come to class well-prepared.

- Content is not the only important thing. Every session should be seen as a management meeting where students will have the chance to improve their communication skills. Come well-prepared and learn from each other.

- Consistent, high-quality class participation is expected. Students will have the opportunity to express their ideas during the lectures and the discussions of cases and reading assignments. It is therefore essential that students complete the required reading assignments before each session.



Description %
Case study reports and practical exercises 40
Participation 20
Final Examination 40

Assessment criteria

Grading and performance standards take into account the following aspects:
- Case study reports and practical exercises 40%
- Participation (*) 20%
- Final examination 40%

(*) Participation comprises class attendance, oral presentations on case studies, individual contributions during the sessions, and individual and team exercises.

In order to pass the subject, students must obtain a mark higher than 4 on the final examination.


- De Toni, A. F. (2011), International Operations Management. Surrey (England): Gower Publishing.

- Errasti, A. (2013), Global Production Networks: Operations Design and Management, Second Edition. New York: CRC Press.

- Franz, P. and Kirchmer M. (2012), Value-Driven Business Process Management.The Value-Switch for Lasting Competitive Advantage. New York: McGraw-Hill.

- Van Mieghem, J.A. (2008), Operations Strategy. Principles and Practice. Belmont (USA): Dynamic Ideas.


Miguel Ángel Heras (

PhD in Business Management from Ramon Llull University. Master in Management from ESADE. Degree in Industrial Engineering from the Polytechnic University of Barcelona. Director and Associate Professor in the Department of Operations Management and Innovation.

He has held management positions at Philips Group companies in various European Union countries in the areas of production, logistics, organisation and information technology.

He was Director of the senior management consulting firm, Roland Berger. He led an Esprit International Research Project which analysed the scorecards of 200 Spanish companies.

As Director of ESADE's Executive Education programmes `Innovating in Indicators Systems' and `Services Business Management. Creating Value in Services', he designs and delivers the `Management Services' course for the P-TII MBA along with the courses `Competing from Operations' and `Implementing Strategy: Maps and indicators' for the EMBA. In collaboration with professors from the Cranfield School of Management, he also delivers the course `From Performance Measurement to Performance Management¿ for the F-TII MBA, in addition to `Operations Strategy and Managing Services' for the MBA in English. He lectures in the ESADE Advanced Management Programme.

His doctoral thesis was entitled, `Quality and performance measurement systems. A contribution to the implementation of performance measurement systems'. He has also authored numerous articles and papers on customer-oriented organisations, management by processes andscorecards.

He is a senior management team consultant in fields related to the design and implementation of strategy through scorecards and management by processes. He is also author of a model for the implementation of process-based scorecards.

Timetable and sections

Group Teacher Department
Sec: A Frank Wiengarten Operaciones, Innovación y Data Sciences

Timetable Sec: A

Group Teacher Department
Sec: B Frank Wiengarten Operaciones, Innovación y Data Sciences

Timetable Sec: B