Karteikarten
2. Operations Strategy
Karten in diesem Stapel (17)
- 1Define: Strategy• Strategic decisions are those which…
– are widespread in their effect on the organisation to which the strategy refers
– define the position of the organisation in relation to its environment
– move the organisation closer to its long-term goals - 2Show: Strategy hierarchyCorporate Strategy
Business Strategy
Functional Strategy - 3Explain: Corporate strategyBusinesses to be in:
- Which industries and markets?
- Organizing structure
- Acquiring and allocating resources - 4Explain: Business strategyTactics to beat the competition:
- Scope of business and relationship with corporation
- Position with industry to achieve competitive advantage - 5Explain: Functional strategyOperational methods to implement the tactics:
- Support type of competitive advantage pursued by Business Strategy
- The patterns of decisions actually made
--> i.e. marketing, operations, and finance - 6Summary: Strategy hierarchy and link to operationsØ Operation strategy should be linked
and consistent with business strategy
and support the goals of the
organisation
Ø Business strategy should take into
account the strength and weakness
of production. - 7Find: Competitive factors and performance objectives --> If the customers value these... then the operations will need to excel at these...low price - cost
high quality - quality
fast delivery - speed
reliable deliver - dependability
innovative products and services - flexibility (products and services)
wide range of products and services - flexibility (mix)
ability to change the timing or quantity of products and services - flexibility (volume and/or delivery) - 8List: Operations strategy approaches• Top-down: What the business wants operations to do
• Bottom-up: What day-to-day experience suggests operations should do
• Operations resources: What operations resources can do
• What the market position requires operations to do - 9Operations strategy approaches: Top-down1) Corporate strategy decisions
2) Business strategy decisions
3) Functional strategy decisions - 10Operations strategy approaches: Bottom-up1) Day-to-day experiences and learning
2) Emerging sense of what strategy should be
3) Consolidated into formal strategy - 11Operations strategy approaches: Operation resources and market requirementsThere needs to be strategic reconciliation between market requirements and operation resources!
Operations resources (market-driving):
- What you have: In terms of operations capabilities
What you do: To maintain your capabilities and satisfy markets
Market requirements (market-led):
What you need: To 'compete' in the market
What you want: From your operations to help you 'compete' - 12Explain: Three levels of operations strategy processesLevel 1: Fit - Align resources with requirements
Level 2: Sustainability - Develop sustainable competitive advantage
Level 3: Risk - Include impact of uncertainty
With every level, the processes become increasingly complex - 13Explain: The nature of operations strategyStrategy involves major decisions about a firm's core competencies, capabilities and processes, technologies, resources and key tactical activities necessary in any supply networks in order to create and deliver products or services and the value demanded by a customer.
The role of strategy is to blend those building blocks into one or more unique, organization specific, strategic architectures (Lawson, 2001) - 14Explain: Measures of performancePerformance objectives outlined earlier focus on achieving
competitive advantage in the market
• Other internal performance measures to assess areas for
improvement. Can compare with self (over time) or others
(benchmarking)
• One measure is productivity - 15Define: ProductivityProductivity is a measure of how efficiently inputs are transformed to outputs
Total outputs / total inputs - 16Examples: Partial productivity measures• Labour Productivity
– Units of output per labour-hour
– Pounds (£) value of output per labour-hour
• Machine Productivity
– Units of output per machine-hour
– Pounds (£) value of output per machine-hour
• Energy Productivity
– Units of output per kilowatt-hour
– Pounds (£) value of output per kilowatt-hour - 17—
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- Business and Management 2A (Operations Management) Karteikarten am 2. Operations Strategy, erstellt von Nina Olsson am 02/12/2017.
- Erstellt von
- Nina Olsson
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