The rise of emerging country multinationals (EMNEs) is opening new perspectives for the study of international operations management (IOM). Research may address issues which are inexistent when the object of study is long-established developed country multinationals (DMNEs). One of the issues that may be noticed, and will be studied in this article, has to do with the design and implementation of new international operations networks. In contrast to DMNEs, internationalisation of EMNEs is strongly influenced by two further factors: country-of-origin effects and role in global production networks. Therefore, studies of EMNEs’ international operations networks must embrace two other analytical levels besides the network level: the strategic level of the headquarters and the operational level of the subsidiaries. The analytical framework in this study has been developed through the use of constructs and concepts from both IOM and international business literatures. Such framework applied to three Brazilian multinationals leads to relevant insights on the internationalisation of EMNEs as well as the design and implementation of international operations networks for such late-moving firms.