Accordingly, Manrodt & Vitasek (2004, 3) averred that “the literature is clear that global and transnational firms can benefit from a coordinated and integrated management of their key processes.” The complexity of managing global processes on a wider scale is eminent taking into account obstacles including “language, customs, current standards, education levels, and government regulations. Increased competition, demanding customers, and constantly changing business environments have forced management to seek radically different ways for their companies to succeed in the marketplace.” (Manrodt & Vitasek, 2004, 3)
The authors opted to utilize two methods in to achieve their objective. The first method is the use of comprehensive literature on the subject of global process standardization. The second method comprised of an in-depth case study of an actual organization, the Modus Media International, Inc. (Modus) identified as a “leader linking metrics from strategy to the plant level across its 23 manufacturing/distribution facilities.” (Manrodt & Vitasek, 2004, 4) The study that was conducted interviewed senior management to line managers using structured standardized questions on Modus’s process management standardization practices.
Manrodt & Vitasek formulated a framework for standardizing global processes enumerating six critical steps, to wit: articulate a strategy; adopt a process review of logistics; identification of key segments, processes and process attributes; determination of impact to customers; selection of improvement of key segments; and identification and training of the global segment owner. A background on the company and the case was initially provided. A supply chain conditioning maturity profile was designed to indicate each of the processes which had several attributes that helped employees determine their level