Linking Operations to Strategy

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0.Introduction(会)概述

2019/8/15
Prof.Hu，Jinan University
29
本课程建议阅读书目
• 4。 Krishna G.Palepu，Paul M.Healy and Voctor L.Bernard： Business Analysis & Valuation： Using Financial Statements（第3版），高等教育出版社，2005。
• 3。财务分析：如何运用财务报表（Financial Analysis：How to Uses Financial Statement ）
• 鉴于经理人的双重角色：投资者和经营者。 • 本专题将分别从外部的会计视角（经理人的投
资者角色）和内部的管理视角（经理人的经营者角色）解读财务报表，以达到“内外兼修” 之效果，从而使经理人全面理解企业财务报表。
2019/8/15
Prof.Hu，Jinan University
28
本课程建议阅读书目
• 1。黄世忠主编：《财务报表分析：理论·框架·方法与案例》，中国财政经济出版社， 2006。
• 2。胡玉明：《财务报表分析》（第2版），东北财经大学出版社，2012。
• 3。 Krishna G.Palepu and Paul M.Healy：《经营分析与评价》（Business Analysis & Valuation：Using Financial Statements）（第4 版），东北财经大学出版社，2008。
• 显然，经理人需要掌握的是“如何运用财务报表”（How to Use Financial Statement）的技能，而不是“如何编制财务报表”（How to Prepare Financial Statement）的技能。

国际化策略英文

国际化策略英文Internationalization StrategyIntroductionIn today's globalized world, businesses are expanding their operations across borders to tap into new markets and gain a competitive advantage. This has led to an increased focus on internationalization strategies. An internationalization strategy refers to the plan and approach a company adopts to enter and operate in foreign markets successfully. In this essay, we will discuss the key components of a successful internationalization strategy and how these can be implemented.Market ResearchThe first step in developing an internationalization strategy is conducting thorough market research. This involves identifying potential markets and evaluating their attractiveness based on factors such as market size, growth potential, competition, and cultural fit. It is essential to understand the target market's demographics, consumer behavior, and preferences to adapt the company's products or services accordingly.Adaptation StrategyOnce the target markets have been identified, the next step is developing an adaptation strategy. This involves adapting the company's products or services to suit the unique needs and preferences of the target market. It may require making changes to the product design, packaging, pricing, or even the marketing message. For example, a food company expanding into a new country may need to modify its recipes to cater to local tastes andpreferences.Localization StrategyA crucial aspect of internationalization is the localization strategy. Localization refers to customizing the marketing message and communication to resonate with the target market. This includes translating marketing materials into the local language, using culturally appropriate imagery, and understanding the local nuances and customs. By effectively localizing their communication, companies can establish a strong connection with the target market, build brand loyalty, and gain a competitive edge. Distribution StrategyA robust distribution strategy is vital for successful internationalization. Companies need to identify and partner with suitable distribution channels in the target market. This could involve establishing partnerships with local distributors, wholesalers, or even setting up their own distribution networks. It is essential to understand the local distribution landscape, including customs, regulations, and logistics, to ensure efficient and timely delivery of products or services.Human ResourcesThe success of an internationalization strategy heavily relies on the capabilities and expertise of the human resources. Companies need to identify and recruit individuals who have knowledge of the target market, including its culture, language, and business practices. Additionally, training and development programs should be implemented to enhance cross-cultural understanding and help employees adapt to the new market. It may also be necessary tohire local talent to gain insights into the market and build strong relationships with local stakeholders.Risk ManagementInternational expansion comes with its share of risks and challenges. Therefore, a robust risk management strategy is essential. This involves identifying potential risks, such as economic volatility, political instability, legal and regulatory challenges, and developing contingency plans to mitigate these risks. It is important to constantly monitor and evaluate the market conditions and adjust the strategy accordingly.Case Study: NikeOne example of a company that has implemented a successful internationalization strategy is Nike. Nike is a global sports apparel and footwear company that has successfully entered and operated in multiple foreign markets. Nike's internationalization strategy focused on understanding local market trends, adapting its products, and leveraging local cultural insights in its marketing campaigns. Nike formed partnerships with local distributors and retailers and established a global supply chain network to ensure efficient delivery. The company also hired local talent to gain insights into the market and build strong relationships with local stakeholders. Through these strategies, Nike has been able to establish itself as a global leader in the sports apparel industry. ConclusionIn conclusion, developing a comprehensive internationalization strategy is crucial for businesses looking to expand into foreign markets. Market research, adaptation and localization strategies,distribution strategy, human resources, risk management, and understanding cultural nuances are all vital components of a successful internationalization plan. By implementing these strategies effectively, businesses can establish a strong presence, gain a competitive advantage, and achieve sustainable growth in new markets.Cooperation StrategyAnother important aspect of an internationalization strategy is the cooperation strategy. This involves identifying potential partners or collaborators in the target market that can provide valuable resources, expertise, and access to local networks. Collaboration with local partners can help businesses navigate the complexities of a new market, reduce risks, and accelerate their entry into the market.The choice of partners may vary depending on the nature of the business and the target market. It could include joint ventures with local companies, strategic alliances with industry players, or partnerships with distributors, suppliers, or retailers. The key is to find partners that have strong market knowledge and a good understanding of the local business environment.When forming partnerships, it is essential to establish clear objectives and roles for each party involved. This includes defining the scope of cooperation, resource-sharing, decision-making processes, and intellectual property rights. Open and transparent communication is crucial to ensure a successful collaboration. Cooperation strategies can also extend beyond just business partnerships. Engaging with local communities, industryassociations, and government agencies can provide valuable support and insights. These relationships can help businesses navigate regulatory frameworks, gain access to government incentives or grants, and build a positive reputation in the local market.Digital Expansion StrategyIn today's digital age, businesses cannot ignore the importance of a digital expansion strategy in their internationalization plans. The internet has significantly reduced barriers to entry into foreign markets, allowing businesses to reach global consumers with ease.A digital expansion strategy involves leveraging digital tools and platforms to market products or services, reach target customers, and facilitate transactions.A crucial aspect of a digital expansion strategy is the development of a localized online presence. This includes creating country-specific websites, mobile applications, and social media profiles that cater to the local market. Localization efforts should go beyond just translating content. It should consider cultural nuances, preferences, and online user behavior to create a seamless and personalized user experience.Digital marketing plays a vital role in a digital expansion strategy. Businesses should utilize various digital marketing channels such as search engine optimization (SEO), social media marketing, email marketing, and content marketing to reach and engage with their target audience. Targeted advertising campaigns can be developed to capture the attention of potential customers in thetarget market.E-commerce platforms are another essential component of a digital expansion strategy. Establishing partnerships with local e-commerce platforms or developing an in-house e-commerce platform can help businesses facilitate online transactions in the target market. E-commerce platforms should be optimized for local payment methods, languages, and delivery options to enhance the customer experience.Data analysis and insights should also be a priority when implementing a digital expansion strategy. By leveraging data analytics tools, businesses can gain valuable insights into customer behavior, preferences, and market trends. This data can guide business decisions and optimize marketing campaigns to maximize return on investment.Sustainability StrategyIn recent years, sustainability has become a critical consideration in business operations and strategies. Integrating sustainability into an internationalization strategy can provide businesses with a competitive advantage, enhance brand image, and meet the increasing consumer demand for environmentally and socially responsible products or services.A sustainability strategy in internationalization involves assessing and minimizing the environmental impact of business operations. This includes adopting sustainable manufacturing practices, reducing carbon emissions, optimizing energy usage, andimplementing waste management systems. Businesses should also consider sourcing sustainable materials and supporting suppliers that align with their sustainability values.In addition to environmental sustainability, social and ethical considerations should also be part of the strategy. Businesses should strive to create a positive impact on local communities, support fair trade practices, and ensure safe and fair working conditions for employees and suppliers. This can be achieved by establishing codes of conduct, conducting regular audits, and engaging in philanthropic initiatives.Transparent reporting and communication about sustainability practices are essential to build trust and credibility with consumers, stakeholders, and the local community. Businesses should regularly communicate their sustainability goals and progress through corporate social responsibility reports, annual sustainability audits, and public relations efforts. This transparency can help businesses differentiate themselves from competitors and attract conscious consumers.ConclusionAn internationalization strategy requires careful planning and execution to ensure successful entry into foreign markets. Market research, adaptation and localization strategies, distribution strategy, human resources, risk management, cooperation strategy, digital expansion strategy, and sustainability strategy are all critical components that businesses should consider. By implementing a comprehensive and well-thought-out internationalization strategy,businesses can overcome challenges, capture opportunities, and achieve sustained growth in global markets.。

战略目标英文

战略目标英文Strategic objectives are long-term goals that an organization sets for itself in order to guide decision making and resource allocation in achieving its overall mission and vision. These objectives provide a framework for the organization's strategic planning and help to align its activities and initiatives with its overall purpose.There are several key strategic objectives that an organization may choose to pursue:1. Market Leadership: One strategic objective may be to achieve market leadership in a particular industry or market segment. This objective may involve increasing market share, expanding into new markets, or developing innovative products or services to stay ahead of competitors.2. Financial Performance: Another strategic objective may be to improve financial performance, such as increasing revenue, profitability, or return on investment. This objective may involve implementing cost-cutting measures, improving operational efficiency, or diversifying revenue streams.3. Innovation and Research: An organization may set a strategic objective to foster innovation and research to drive future growth and competitiveness. This objective may include investing in research and development, creating a culture of experimentation and creativity, or collaborating with external partners to access new technologies or ideas.4. Customer Satisfaction: Customer satisfaction is a crucialstrategic objective for many organizations, as it is directly linked to customer loyalty, repeat business, and positive brand reputation. This objective may involve improving product quality, enhancing customer service, or personalizing marketing and communication efforts.5. Employee Development and Engagement: An organization may prioritize employee development and engagement as one of its strategic objectives. This objective may include investing in training and development programs, creating a positive and inclusive work environment, or implementing performance management systems to recognize and reward employees.6. Social and Environmental Responsibility: In today's increasingly socially and environmentally conscious world, many organizations set strategic objectives related to social and environmental responsibility. This may involve reducing carbon emissions, implementing sustainable practices, or supporting community development initiatives.It is important for an organization to clearly define its strategic objectives, as they will guide decision making and resource allocation at all levels of the organization. These objectives should be specific, measurable, achievable, relevant, and time-bound (SMART), to ensure effective implementation and monitoring. Regular review and reassessment of the strategic objectives will also help to align the organization's activities with the changing business environment and stakeholder expectations.。

战略目标及实施方案英文

战略目标及实施方案英文Strategic Goals and Implementation PlanIn today's rapidly changing business environment, setting strategic goals and implementing effective plans are crucial for the success of any organization. In this document, we will discuss the importance of strategic goals and provide a comprehensive implementation plan to achieve them.First and foremost, it is essential to understand the significance of setting strategic goals. Strategic goals provide a clear direction for the organization and help in aligning the efforts of the entire team towards a common objective. These goals serve as a roadmap for the organization, guiding decision-making processes and resource allocation. Additionally, strategic goals create a sense of purpose and motivation among the employees, leading to increased productivity and overall performance.Now, let's delve into the key strategic goals that our organization aims to achieve. Our primary strategic goal is to increase market share by 15% within the next two years. This will involve expanding our customer base, entering new markets, and enhancing ourproduct offerings to meet the evolving needs of our target audience. Furthermore, we aim to improve customer satisfaction by 20% through the implementation of superior customer service initiatives and the delivery of high-quality products and services.In order to effectively achieve these strategic goals, we have devised a comprehensive implementation plan. Firstly, we will conduct a thorough market analysis to identify potential growth opportunities and assess the competitive landscape. This will enable us to develop targeted strategies to penetrate new markets and gain a competitive edge. Additionally, we will invest in research and development to innovate our product line and stay ahead of industry trends.Moreover, we will focus on enhancing our sales and marketing efforts to reach a wider audience and increase brand visibility. This will involve leveraging digital marketing channels, strengthening our online presence, and implementing targeted advertising campaigns. Furthermore, we will prioritize customer satisfaction by investing in training programs for our customer service team and implementing feedback mechanisms to address customer concerns promptly.In terms of internal operations, we will streamline our processes andoptimize efficiency to support our growth objectives. This will involve implementing advanced technology solutions, automating repetitive tasks, and fostering a culture of continuous improvement within the organization. Additionally, we will prioritize talent acquisition and development to ensure that we have the right team in place to drive our strategic initiatives forward.In conclusion, setting strategic goals and implementing effective plans are essential for the success of our organization. By aligning our efforts towards increasing market share and improving customer satisfaction, we are confident in our ability to achieve sustainable growth and maintain a competitive edge in the market. Through the implementation of our comprehensive plan, we are committed to driving positive change and delivering value to our customers and stakeholders.。

企业绩效管理【外文翻译】

外文文献翻译译文一、外文原文Corporate Performance ManagementAbstractTwo of the most important duties of a chief executive officer are （1）to formulate strategy and (2) to manage his company's performance。

In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed. We begin by considering the environment in which a company operates, which includes, besides outside stakeholders, the industry it belongs and the market it supplies，and then proceed to explain how the functioning of a company can be understood by an examination of its business, operational and performance management models. Next we describe the structure recommended by the authors for a corporate planning, control and evaluation system, the most important part of a corporate performance management system. The core component of the planning system is the corporate performance evaluation model，the structure of which is mapped into the planning system’s database, simulation models and budgeting too ls’ structures，and also used to shape information contained in the system’s products, besides being the nucleus of the language used by the system's agents to talk about corporate performance. The ontology of planning, the guiding principles of corporate planning and the history of "MADE”，the corporate performance management system discussed in this article，are reviewed next, before we proceed to discuss in detail the structural components of the corporate planning and control system introduced before. We conclude the article by listing the main steps which should be followed when implementing a performance planning, control and evaluation system for a company.1.IntroductionTwo of the most important corporate tasks for which a chief executive officer is primarily responsible are （1）to formulate strategy and （2）to manage thecompany’s performance. In this article we examine the second of these tasks and discuss how corporate performance should be modeled and managed。

人力资源管理与企业战略(英文)

➢ With bottlers to ensure that we maintain strong partnerships ➢ Among area, division, and headquarters staff to ensure that we coordinate
functional strengths to produce the best possible results ➢ Across markets to ensure that we share the best practices throughout the
LEADERSHIP IN OUR BRANDS
We will achieve brand superiority by: Delivering the best products in the marketplace:
The highest quality The best tasting The most consistent Communicating these benefits in a high-impact, persuasive and consistent manner
The 5-P Model
PCI’s strategic business objectives
Committed bottling organization Uncompromising dedication to quality Development of talented people Focus on growth Quality business plans
enterprise Helping people succeed by building an environment with:

平衡计分卡基本概念讲义

Building a scorecard can help managers link today’s actions with tomorrow’s goals = Link long-term strategic objectives with short-term actions
Strategic Perspectives
Communicating and Linking
Communicating and educating Setting Goals Linking rewards to performance measures
Dynamic BSC
Feedback and Learning
Business Planning
Financial Internal Process Customer
Measures organizational performance across four balanced perspectives:
Learning and Growth
Strategic Perspectives
Financial Internal Results that the business Process provides to Customer its Identifies shareholders Key internal Customer, market processes segments and which value propositions drive the to be delivered business Infrastructure, people, systems and Learning and procedures. Growth

key words of management(管理学原理名词解释)

Chapter 1 Innovation for turbulent time(1)1. management is the attainment of organizational goals in an effectiveand efficient manner through planning , organizing, leadingand controlling organizational resources.管理就是通过对组织资源的计划、组织、领导和控制，以有效果和高效率的方式实现组织目标的过程。

2. planning The management function concerned with defining goalsfor future organizational performance and deciding onthe tasks and resource use needed to attain them .计划意味着为未来的组织业绩界定目标和决定为实现上述目标所需要完成的任务和运用的资源。

3. organising The management function concerned with assingning tasks ,grouping tasks into departments, and allocating resourcesto departments.组织包括任务的分配、把多项任务组合成独立的部门和资源在部门之间的分配。

4. leading The management function that involves the use ofinfluence to motivate employees to achieve theorganisation‟s goals .领导就是运动影响力激励员工以便促进组织目标的实现。

5. controlling The management function concerned with monitoringemployees‟activities, keeping the organization on tracktowards its goals , and making corrections as needed.控制意味着对员工的活动进行监督，判定组织是否正朝着既定的目标健康地向前发展，并在必要的时候及时采取矫正措施。

供应链运作参考模型课件

《供应链运作参考模型》
Membership
750+ SCC members, Composition 40%: Practitioners 25%: Enabling Technology Providers 20%: Consultants 15%: Universities, Associations, Government Organizations
Best Practices Analysis
Process Reference Model
Capture the “as-is” state of a process and derive the desired “to-be” future state
Business Process Reengineering
Characterize the management practices and software solutions that result in “best-in-class” performance
What is a process reference model?
Process reference models integrate the well-known concepts of business process reengineering, benchmarking, and process measurement into a cross-functional framework
M2 Make-to-Order
M3 Engineer-to-Order
D1 Deliver Stocked Products
D2 Deliver MTO Products

KUKA中英文对照学习

KUKA 向您提供品种齐全的工业机器人系列。

我们可以针对任何高要求的任务向您提供合适的机器人：•具有不同负载能力和工作范围的各种规格以及不同机型的六轴机器人•用于实现人机之间直接合作的人机协作型轻型机器人•用于极端环境条件下的耐热、耐脏型机器人•具有很高卫生要求的净室型工业机器人•防水型小型机器人，例如可用于机床中•作为“Hygienic Machine（HM）”用于直接接触食品和药品的小型机器人•冲压连线作业中用于装卸大型工件且具有极大工作范围的冲压连线机器人•用于各类搬运任务的卸码垛机器人•按照高精度和最高灵活度设计的焊接机器人•各款架装式机器人•用于有最高精度要求的高精度机器人您可以根据您的条件非常方便地筛选并获得与您的行业和应用情况完美匹配的解决方案。

KUKA offers a comprehensive range of industrial robots. You will always find the right, no matter how challenging the application:•Six-axis robots in virtually all sizes with different payload capacities and reaches and a wide range of different variants•HRC-capable lightweight robots for direct human-robot collaboration•Heat- and dirt-resistant robots for extreme ambient conditions •Industrial robots in cleanroom variants for strict hygiene requirements•Small robots with waterproof equipment suitable for use in machine tools•Small robots as “Hygienic Machines (HM)” for direct contact with foodstuffs and pharmaceutical substances•Press-to-press robots with enormous reaches for loading and unloading large parts in press-linking operations•Palletizing robots for handling tasks of all kinds•Welding robots designed for accuracy and utmost agility •Shelf-mounted robots in all variants•High-accuracy robots for utmost precisionSimply filter according to your criteria and receive a solution that is perfectly tailored to your industry and application.漆装车间：不只是漂亮的外表漆装车间中汽车的漆装流程包括很多方面：从焊缝密封、空腔防锈到车蜡清洁。

Operations Strategy(运营战略)

2-4
Competitive Priorities: Cost
Lincoln Electric
reduced costs by $10 million a year for 10 years skilled machine operators save the company millions that would have been spent on automated equipment
Companies provide unique value to customer
Copyright 2006 John Wiley & Sons, Inc.
2-13
Strategic Decisions in Operations
Services Products Human Resources Process and Technology
Operations’ Role in Corporate Strategy
Operations provides support for a differentiated strategy Operations serves as a firm’s distinctive competence in executing similar strategies better than competitors
National Bicycle Industrial Company
offers 11,231,862 variations delivers within two weeks at costs only 10% above standard models
Copyright 2006 John Wiley & Sons, Inc. 2-7

Operations strategy

IntroductionAccording to analyze the conception of Operations strategy, by using the theory of order qualifier and order winner, know the competitive objectives influence the decisions of company’s operations strategy. In this essay, the two large fashion retailing store----Marks&Spencer and Primark will be discussed. By comparing and contrasting, it will indicate the different areas which are focused on by these two companies, aim to specify the differences how different competitive objectives influence the decision-making of operations strategy, and figure out whether the two companies tradeoff the five operations performance objectives.Operations strategyOperations strategy is the pattern of decisions and actions that shape the long-term vision, objectives and capabilities of the operation and which is chosen, mandated, or stimulated by the overall business strategy. (Lewis, 2002) The responsibility of operations strategy includes specifying how companies’ operations and processes can contribute to its overall strategy, transferring market requirements into a prioritized set of operation performance objectives, which describe customer demands. As common sense, operations are generally regarded as daily creation and delivery of goods and service and strategy is an intangible conception which opposite to the day-to-day activities. However, here, operations are the resources that create products and services. (+bid) Operations strategy may not instantly and directly benefit the businesses but have a profound long-term effect on the companies. It will not only provide the organizations with adequate support, also is the key factor for competitiveadvantage. In the dynamic environment, a new operating ability may be quickly eroded away by another new one. Nevertheless, the fact is that differentiating operations-based advantages are hard to replicate or imitate and slow to diffuse, indeed, is what makes it so valuable. In conclusion, operations strategies are contributed to companies’sustainable development and competitive success. That’s because those companies can achieve success in long term by enabling to do some kind of things better than their companies can, not just by advanced facilities or technologies.Operations add value for customers and endeavor to meet and satisfy customers’requirements. There are five operation performance objectives, all of which will affect decision-making and competitiveness.● Quality is the most valued objective that firms and customers may pay attention to, because customers pay money, always not only for good-looking, but also for the usage. Products with better quality obviously attract more customers, and also have a longer serviceable life.● Speed means doing things timeliness even fast. The manufactures aim to reduce the lead time in order to minimize the customer receiving time.● Dependability refers to a product’s mean time until failure or between failures. In other words, the mean time until next failure that needs to be repaired, but not replaced. Every customer hopes the product have a strong dependability so that they don’t have to worry about it after using long time. So basically, the more dependability a product supplies, the more trust customers will give to this product.● Flexibility is always thought to be very important when the product is customized, or the changing for product is very frequent. Firms which provide flexible product obviously have strategic advantages to their customers, because they can accept customers’ erratic change in demand more quickly and efficiently.●Cost is the most frequent objective that firms need to consider. In the context of similar quality or service, firms which provide the competitively lower price than others will have strategic advantages. Of course, considering the lower cost of product, firms are willing to accept the truth that the profit margin is also reduced.Order-qualifier and Order-winnerThe terms "order winners" and "order qualifiers" were coined by Terry Hill. ((Slack, 2006 )Order winners are those aspects which are regarded as the vital factors for buying the product or service. It is extremely helpful for companies to gain more business and win higher reputation. To a large extent, that’s the reason why a company could get a stable occupation in a market. Qualifiers are those things which are generally expected by customer. They are supplied with satisfied criterion. In other words, order qualifiers make the product stay in the competitor list, while order winners make the firm defeat other competitors. But the conclusion cannot be drawn that, order winner is more “important”than order qualifier, because they’re two dimensions of the product criteria. Without order qualifier, product may even lose the chance to involve in competitions, while without order winners product has no possibility to get customers’ orders so as to make profits.Order qualifiers and order winners may be not stable over time. This is caused by thechanging of market environment over time. For example, fashion market which is a quickly changing industry. With increasingly new design of clothes and the changing perception for personalization, requirement for clothes by customers have varied. Price and quality used to be frequent order winners in the past. However, at present, just reasonable price and good quality can’t satisfy the consumers. Fashion colures and charming design are becoming new favoritism.On the basis of the above, the conclusion cannot be drawn that order qualifier and order winner are closely related and may transform from one to the other. They keep the company in the running and make sure the product can win customer’s business. In the following, Primark and Marks & Spencer will be discussed and compared as the representatives with different operations perspective in fashion retailing maeketplace.PrimarkCurrently, fast fashion is the new fad. Just only after several weeks when they first appeared on the catwalk, the latest styles can be supplied with the consumers. Meanwhile, the price means that they can wear a cool jacket twice or more and then throw away and get a new one. This phenomenon may be caused by the expansion of low value retailers like Primark. It is renowned for its low price and varied products. The product provided in Primark has egregious similarity between items on its shelves and those in high fashion shop; however, the price is much cheaper. Primark is becoming a new trend in shopping. The cheap prices they offer make consumption decision-making much easier than those in fashion shop like House of Fraser. Thestrategy adopted by Primark is skill at speed-to-market---- replicating new trends for a mass market in shortest time and at minimal price which has been a new fashion icon at high streets and making popular among mothers, teenage girls. It is stated that its profits increased by 30% in 2006 and sales were worth over￡1 billion.(The Guardian, 2006)Primark has a clear position in the market. It aims to provide cheaper, latest and stylish product to customers. Therefore, when deciding the companies strategy, being cheaper, leaner and faster become the key performance objectives. Only be winner at these three aspects, Primark can get competitive priorities and achieve profits. Lean production could bring two benefits: the first is to improve the speed to market. Retailers can respond to customer preference in real time and getting more precise orders; the second is that if order misjudged and stocked in warehouse, it could reduce the cost. At the meanwhile, it is a tough task between suppliers and buyers. In fast fashion, for suppliers, it needs much more flexible and responsive reply to their buyers. According to one Sri Lankan factory owner interviewed by Oxfam (2004), “in 2005, the deadlines were about 90 days... in2006, the deadlines for delivery are about 60 days. Sometimes even 45... They have drastically come down.”These requirements put a lot of pressure on suppliers. How do Primark persuade them to do this? In Primark, suppliers are put in competition by constantly jumping with each other as long as they find a cheaper or faster one. Newton Responsible Investment, a Primark shareholder, reported the following in November 2005,“Key to Primark's business model is the sourcing of products from the cheapestpossible supplier. Primark has used hundreds of suppliers located across the world. Relationships with suppliers can be short and variable, sometimes even changing mid-season.”(Newton responsible investment, 2005)The following table (Labour Behind the Label, 2006) illustrates the negotiation between Primark and suppliers in terms of Primark’s performance objectives.In conclusion, cheap price and high flexibility are the key factors for Primark to attract more customers.Marks & SpencerFor over a century, Marks & Spencer (M&S) is a general and leading retailer of selling clothes, food, gifts, home furnishings and financial services. The company was started in 1884, which was founded at Leeds Kirkgate Market by Michael Marks. Recently, M&S has over 450 stores located throughout the UK, additionally, the company has 150 stores in the whole world, including over 130 franchising stores in30 countries. In 1998, M&S experienced the peak period which had retail sales of almost￡8 billion, and then met the bottleneck and struggled in a hard time. However, the wrenching period did not last a long time. The company changed certain strategy and returned M&S to its former position as is know for its quality, service and innovation. M&S always aims to supply products with high quality and innovations to the customers. In the past, M&S got two main sales ‘seasons’ per year due to the lengthy supply chain procedures which may take 9 to 12 months buying. As fashion items, M&S could not compete with the other because of its out-fashioned appeal and low availability and flexibility.The mean of quality in clothes now is different from that in the past. Today’s customers may concentrate other criteria like style and fitness. The goal in M&S is providing quality, innovation and value to the customer. Therefore, some measures and strategy have been taken. Firstly, a compromise was reached in sourcing which was originally produced in UK factories but moved to Portugal. (Harrison,2001) The lead time in Portugal is shorter than the Far East and meanwhile, the labour cost is cheaper than that in UK. Second, M&S recruited some of the best designers in fashion area to capture the latest fashion trend and satisfy the customer s’requirement. For example, George Davies was an expert at designing and supplying a collection for the fashion-conscious woman. His sub-brand was labeled per una which is designed to appeal fashion-conscious woman aged between 25 and 35. These products were presented in small numbers, making each style different and provided at very affordable prices. Thirdly, M&S concentrates those customers who prefer classicallystylish clothes. There are two main sorts, the perfect collection and the classic collection. The perfect collection is aimed at the customer living in a busy lifestyle. This kind of product is characterized by good quality and value at a reasonable price. On the other hand, the classic collection is aimed to appeal more mature customers which is designed to satisfy the natural body shape with any size. They are made of high-quality fabrics at a valuable price which looks smart and elegant. Maybe there is no special requirement for washing (hand-washing or dry).Therefore, once M&S decides its main performance objectives—high quality, the relative decisions or strategy will be influenced to a large extent.Compared with these two main retailers -----Primark and Marks & Spencer, the position in the market is quite different. To Primark, it is supposed that price and flexibility is order winner in the company. According to the main performance objectives, Primark tries to adjust the business model of sourcing and get compromise within suppliers for special terms to win advantages. However, in M&S, the company tries to get reputation and prestige by providing smart, high quality and valuable product which can be used in a long time.ConclusionTotally, the two companies try to trade off the five operations performance. One strategy may address the relative priority of performance objectives. There are two approaches to manage trade off. One is trading off some objectives for a reduction in other’s performance. Another one is achieved trade-offs without any reduction in the performance of others. In Primark, the suppliers will be fined for exposingnon-confirming product, at the same time; the company will tighten the quality specifications when finding the suppliers. M&S persisted in a “buy british”policy long after its competitors had sourced abroad from cheaper manufacturing. (Mellahi, 2002) however, in order to reduce the labour cost and minimize the lead time, souring in M&S moves to Portugal. It is a puzzle to balance the price and quality. To a more or less extent, it is difficult to overcome any of these trade-offs.According to the analysis above, it is no doubt that these two companies have different strategic operations to get competitive advantages. In the future, how to trade off the performance objectives or overcome trade-offs may be the crucial problem to a company to get more profits and priorities obviously.Reference:1,Harrison, A.& Pavitt, J.(2001) New supply chain strategies at old M&S. Operations strategy, PP:64-68.2, Labour Behind the Label (2006) Who pays for cheap clothes? Accessed 10 Feb 2009, available from <>3, Lewis,M. (2002) Operations strategy. Financial Times Prentice Hall, Harlow, UK. 4, Mellahi, K.et al.(2002) An exploratory study into failure in successful organizations: the case of Marks & Spencer. British journal of management, vol.13, pp:15-29.5, Newton Responsible Investment (2005) Corporate Governance and SRI – Q4 2005. Accessed 5 Feb, 2009, available from < >6,Nigel S. et, al. (2006) Operations and process management. Milan: Rotolito ,London .PP: 34-607,Oxfam (2004) Trading Away Our Rights: women working in global supply chains. Accessed 10 Feb,2009, available from</en/assets/english/taor.pdf >8, The Guardian (2006) The £3bn purveyor of cheap chic quietly cutting it on the high street, February 29th.。

运营战略与企业竞争力

An order qualifier
订单资格要素 – An order qualifier is a screening 进入市场的起 criterion that permits a firm’s 码标准，仅仅 products to even be considered 取得候选资格 as possible as candidates for purchase.
基于企业生产战略的竞争重点 (Content of Operations Strategy 运营战略的内容：目标）
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Operations Priorities （Basic) 基于企业生产战略的竞争重点
Cost
Product Quality and Reliability Delivery Speed Delivery Reliability
– C. Wickham Skinner(斯金纳). “The Focused Factory.” Harvard Business Review 52, No.3(MayJune,1974),pp.113-22. 12
Fang Aihua Wuhan University
Dealing with Trade-offs 权衡处理
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The notion of trade-offs 权衡的观念
企业生产/运营战略的关键
——“功能悖论”多目标决策中的相互矛盾成本—— 质量弹性—— 周期
一个生产者不可能在每一个方面都做得很优秀
Operations focus and trade-offs
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全面版的配送策略英文版

全面版的配送策略英文版Comprehensive Delivery Strategy DocumentIn order to optimize our delivery operations and enhance customer satisfaction, we have developed a comprehensive delivery strategy that encompasses various aspects of the process. This document outlines the key components of our strategy and the steps we will take to implement it effectively.Delivery ServicesWe offer a range of delivery services to meet the diverse needs of our customers. These include standard delivery, express delivery, and same-day delivery options. By providing multiple service levels, we aim to cater to different preferences and requirements.Delivery NetworkOur delivery network plays a crucial role in ensuring timely and efficient deliveries. We have established partnerships with reliablelogistics providers to expand our coverage and reach more customers. By optimizing our network, we can reduce delivery times and improve overall service quality.Technology IntegrationWe leverage technology to streamline our delivery operations and enhance visibility throughout the process. Our delivery tracking system allows customers to monitor the status of their orders in real-time, providing transparency and peace of mind. By integrating technology into our operations, we can achieve greater efficiency and accuracy.Route OptimizationEfficient route planning is essential for minimizing delivery costs and maximizing resource utilization. We use advanced algorithms to optimize delivery routes based on factors such as traffic conditions, delivery volume, and customer locations. By optimizing our routes, we can reduce fuel consumption and improve overall operational efficiency.Customer CommunicationClear and timely communication is key to ensuring a positive delivery experience for our customers. We provide regular updates on order status, delivery times, and any potential delays to keep customers informed and engaged. By maintaining open lines of communication, we can build trust and loyalty with our customers.Quality AssuranceWe have stringent quality control measures in place to ensure that all deliveries meet our high standards of service. Our delivery team undergoes regular training and performance evaluations to uphold professionalism and efficiency. By maintaining a focus on quality assurance, we can consistently deliver exceptional service to our customers.Continuous ImprovementWe are committed to continuous improvement in our delivery operations to adapt to changing market trends and customer preferences. We regularly review and analyze key performance metrics to identify areas for enhancement and implement strategic changes. By embracing aculture of continuous improvement, we can stay ahead of the competition and deliver superior service to our customers.By implementing this comprehensive delivery strategy, we are confident that we can achieve our goals of enhancing customer satisfaction, optimizing operational efficiency, and driving business growth. Our commitment to excellence and innovation will guide us as we continue to evolve and improve our delivery services.。

平衡计分卡的基本概念汇总

Balanced Scorecard : Basic ConceptsWhat is it?Balanced Scorecard:Management process to implement a business strategy.Translates a company’s strategy into a coherent set of performance measures. Establishes cause and effect relationships between Key Performance Indicators.What is it?I Manage into the future not in the past Balanced Scorecard:Twounderlyingfactors:What is it?I Manage into the Balanced Scorecard:future not in the pastThe Financial perspective is critical but it only measures past performance.The BSC introduces additional perspectives,the drivers of future financial performance.Measures organizational performance across four balanced perspectives:FinancialCustomerLearning andGrowthInternalProcess Strategic PerspectivesFinancialCustomer Learning and GrowthInternal Process Strategic PerspectivesResults that the business provides to its shareholders Identifies Customer, market segments and value propositions to be deliveredInfrastructure,people,systems andprocedures.Key internal processes which drive the business Measures organizational performance across four balanced perspectives:What is it?I Manage into the future not in the past Balanced Scorecard:II Implementing the strategy requires 4 steps Twounderlyingfactors:Dynamic BSC Translating the Vision Communicating and LinkingBusiness PlanningFeedback and Learning Clarifying the visionGaining concensus Communicating and educatingSetting GoalsLinking rewards to performancemeasures Setting Targets Aligning strategic initiatives Allocating resources Articulating the shared visionSupplying strategic feedbackFacilitating strategy reviewand learningManaging Strategy : Four ProcessesPerformance Measures ✓Diagnostic measures.Monitor if the business remains in control✓Strategic measures.Define a strategy designed for competitive excellence.BSCKPI’s - Cause & Effect Relationships Balanced ScorecardEstablishes cause and effect relationships between Key Performance Indicators (KPI)”:Strategy =“Set of hypotheses aboutcause and effect”Every measure in the BSC should be an element in a chain of cause-and-effect relationships thatcommunicates the strategy.Learning and Growth Internal BusinessProcessCustomer FinancialMaximizeProfitabilityImproveCustomerServiceTechnology Infrastructure New Products& ServiceDevelopmentReduceCreditApprovalTimeMinimizeCustomerTurnoverCrossSellingCause and effect relationships between Key Performance Indicators (KPI)KPI’s - Cause & Effect RelationshipsBusiness Drivers (1)Company is having hard time measuring strategiceffectivenessMany companies go through the process of creating a strategic plan but have no way to measure it’s effectiveness ‘Do you know how you are doing against your strategic plan?’‘ Does your strategic plan include the perspective of your customer, internal business processes and learning and growth?’Business Drivers (2)Company is having a hard time communicating strategicgoals to organizationCompanies that have a strategic plan often have no way of disseminating information to their organization with ameasurement mechanism‘How do you communicate the strategic plan to individuals in your organization?’‘Do you have any idea how effective, organizations, individuals are?’Business Drivers (3)Company has no mechanism to link operations to strategy It is very difficult for companies to link their day to dayoperations to their strategy‘Are your operations in sync with your strategic plan?’Business Drivers (4)Company is implementing a datawarehouse but are having difficulty deciding what to put in Companies often decide to create a datawarehouse but do not always know what information is critical to executives‘Does your datawarehouse plan include information for executives?’Business Drivers (5)New management team or individual that wants to get a quick understanding of companyWhen an executive joins a company it is often difficult to get a real understanding of what is going on in the business ‘Is there a tool that an executive can use to get a quick reading on what is going on in the company?’Business Drivers (6)Company has shifted focus or has entered a new industry When companies change their focus or enter a new industry it is often difficult to understand what they should focus on. ‘With your recent change to X, do you know what to focus on to meet your strategic objectives?’‘If something is not working do you know the cause?’Business Drivers (7)Company has just decided on a new strategyA company may decide to change their strategic directionand need some help knowing what to focus on and whythings happen‘Have you figured out all the KPI’s for your new strategic direction?’。

平衡记分卡的创始人罗伯特-卡普兰

平衡记分卡的创始人：罗伯特-卡普兰平衡计分卡作为一种新型管理工具，在当今世界方兴未艾。

提出这一工具的罗伯特•卡普兰，也成为管理学领域的耀眼新星。

作为一个会计学家，他敏锐地观察到管理会计存在的“相关性遗失”缺陷，从成本会计入手，他试图恢复管理会计与经营决策以及企业发展战略的相关性，并由此出发，提出了新的作业成本分析法，追求会计职能与企业价值链和价值增值的协调。

伴随着会计研究的步步深入，卡普兰与身为诺兰诺顿研究所创始人之一的大卫•诺顿联手，开发出了平衡计分卡。

平衡计分卡包括财务、客户、内部业务流程、学习与成长四个维度，按照四个维度之间的因果逻辑，连结着企业的长期愿景和短期行动，从而使其成为公司战略的实施工具。

为了推行平衡计分卡，卡普兰进而以战略中心型组织勾勒出战略执行的路径；为了把企业战略转变为可操作的语言，卡普兰又开发出战略地图。

卡普兰的成就之一，是超越了现有的会计体系，把无形资产的运用和价值创造放到企业经营中的重要位置上，构建出企业治理的新框架。

尽管平衡计分卡问世的时间还不算长，但它在管理方面的发展前景却十分诱人。

不论这一工具在今后还会有多少变化，它所凝聚的管理思想已经展示出了卡普兰的大师风采。

从管理会计到战略研究：卡普兰的学术历程十几年前谁也没想到，作为一种管理工具的平衡计分卡，竟然能够风靡全球。

起初，它不过是一个并不复杂的绩效衡量体系，很快，它就超出了绩效范围，涉及到组织与管理的方方面面，现在它已经发展成为一个实用型的战略管理体系。

创造这一工具的卡普兰和诺顿，十几年来一直在这个领域耕耘，他们出版的平衡计分卡系列著作，勾勒出这一工具从描述战略到衡量战略再到管理战略的思想轨迹。

平衡计分卡在当今的管理界享有盛名，《哈佛商业评论》把它誉为“75年来最伟大的管理工具”。

卡普兰关于平衡计分卡的著作很多，代表性的有《平衡计分卡：化战略为行动》 (The Balanced Scorecard: Translating Strategy into Action)、《战略中心型组织：平衡计分卡的制胜方略》(The Strategy-focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment)、《战略地图：化无形资产为有形成果》(Strategy Maps: Converting Intangible Assets into Tangible Outcomes)、《组织协同：运用平衡计分卡创造企业合力》(Alignment: Using the Balanced Scorecard to Create Corporate Synergies)以及《平衡计分卡战略实践》(The Execution Premium: Linking Strategy to Operations for Competitive Advantage)。