XEROX: At the beginning of the 1980s, the US-based Xerox had joint ventures in different parts of the world, each controlling product design, supply networks, assembly operations and marketing and distribution for their respective markets. Today, Xerox has overhauled its production systems. R&D is done by functionally and geographically integrated teams, which develop products for all Xerox sales areas. Design, engineering and manufacturing activities are linked. Procurement is handled by a group drawn from all Xerox affiliates, reducing the number of suppliers from some 5,000 to about 400 and reducing costs and increasing operational efficiency.

UNILEVER: The British-Dutch consumer giant Unilever has cut its 13 units were reduced to just four -- in Austria, France, Italy and the UK -- each producing a separate line of products for all of Europe. Unilever has also integrated its 16 affiliates into a single cleaning and hygiene business. In food production, it produces frozen meals in Italy and distributes them throughout the region. Product development, sales and distribution are now managed by a single unit -- Unilever Europe.

THOMSON: Thomson of France has restructured its manufacturing and marketing of television sets. Its plant in Germany concentrates on high-feature, large-screen sets, the one in France on high-volume products and those in Spain and the UK assemble low-cost, smaller sets. These products are marketed by a separate organisation.