运营管理-供应链管理(英文版)
OPERATIONSMANAGEMENT运营管理英文版
O PERATIONS M ANAGEMENTOperations management goes by many names: Production, Production Management, or s imply Operations. For our purposes we will define it as the production and delivery of goods and services. It encompasses d esigning the product and its accompanying production process, acquiring and organizing the necessary resources, and planning and executing production. With such a broad scope, the operations function plays an integral role in the ability of an organization to achieve its goals. A well-trained manager m ust be familiar and conversant with the many issues and concepts that arise within this functional area.In this course we study the management of the operations function. We focus on both understanding how the provision of goods is organized and managed as well as recognizing potential areas of improvement. The course has several objectives:Introducing the functional area of operations management and demonstrating how it interfaces with an organization’s other functional areas.Highlighting the various issues and problems that traditionally arise in the management o f operations within both manufacturing and service organizations.Building a familiarity with the terminology, modeling, and methodology often employed in the operations function.Training students to think critically and use analytical tools in making business decisions and problem solving.R EQUIRED M ATERIALMatching Supply With Demand by Cachon and TerwieschCourse PackThe Goal (2nd Edition) by Eliyahu M. Goldratt and Jeff CoxS UPPLEMENTAL M ATERIALOperations Management For Competitive Advantage by Chase, Jacobs, and Acquiano Virtually all readings or cases listed on the course outline are included in the text or the course pack. Additional materials will be passed out in class.G RADINGEvaluations will be based upon the following components weighted by the given percentages.Class Participation 20%Case Write-up 5%3 Exams (each) 20%Final Project 15%The stated weights will apply for students who perform adequately along each dimension. Thatis, acceptable performance in e ach area is a necessary condition for successfully completing thecourse. Over the term, we will study a large number of cases. A successful case discussionrequires that all students be well prepared. Consequently, class participation will be based onregular attendance, quiz scores, and positive contributions to case and class discussions.Final course grades are determined using the total points accumulated. There will be noadjustments applied to the exams. For final grades, the raw scores will be analyzed to determineif an adjustment is appropriate. If the instructor determines an adjustment is warranted, thenindividual scores will be normalized into the target ranges outlined above.E XAMSAll exams are non-comprehensive closed book, individual efforts. Students may bring one (8? x 11 inches) original hand-written formula sheet (writing allowed on one side only). Tohelp students understand t he material and prepare the exams, homework problems will beassigned. Students are expected to do the homework problems but they will not be collectedand graded. Some problems in the exams and quizzes will very likely be closely related tothe homework assignment. Hence, you should spend time solving them before solutions areprovided. Makeup exams will not be given. Excused absences (for health reasons, etc.)must be documented, and the grade missed will be the average of the other Exam scores. Allother cases will receive a grade of zero for the missed exam. Test review sessions will beoffered before each test. N OTE: Students are expected to have their own calculator foreach exam!!C LASS P ARTICIPATION AND A TTENDANCEClass participation refers to regular class attendance; contributing positively, regularly, andsignificantly to class discussion; and being courteous and professional to both your instructor andyour fellow classmates. Contribution to class discussion will require that you prepare for theclass lesson ahead of time by both reading the material to be covered and working out anyproblems that are suggested in the syllabus. Bring your n ame tent with you to every class. Aswe get into the term, you may find that you have a conflict with attending class. How youresolve that conflict is your choice. Although I will not take attendance in class, you should beaware that missing a session impacts your class participation grade.Practice Problems: The course pack contains some practice problems for many of the topicscovered. These do not have to be handed in and no written requirement exists, but it is stronglysuggested that they be done on a regular basis. Some of the problems may be covered in class,and the learning that takes place will be much greater if you have first tried the problem on yourown. Generally, people who approach the practice problems seriously find both the quizzes andthe exams much easier to prepare for and to successfully complete.Quizzes: Throughout the semester numerous pop quizzes will be assigned. These serve multipleuses. Their primary purpose is to ensure that people are “keeping up” with the course m2。
乔普拉《供应链管理(第7版英文版)》教学课件CH12
The Role of Safety Inventory (1 of 3)
• Safety inventory is carried to satisfy demand that exceeds the amount forecasted – Raising the level of safety inventory increases product availability and thus the margin captured from customer purchases – Raising the level of safety inventory increases inventory holding costs
Supply Chain Management: Strategy, Planning, and Operation
Seventh Edition
Chapter 12
Managing Uncertainty in a Supply Chain Safety Inventory
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
2. Order fill rate – Fraction of orders filled from available inventory
3. Cycle service level (CSL) – Fraction of replenishment cycles that end with all customer demand being met – Replenishment cycle – the interval between two successive replenishment deliveries
乔普拉《供应链管理(第7版英文版)》教学课件CH7
Five Important Points in the Forecasting Process
1. Understand the objective of forecasting. 2. Integrate demand planning and forecasting throughout
the supply chain. 3. Identify the major factors that influence the demand
– Production scheduling, inventory, aggregate planning – Sales force allocation, promotions, new production
introduction – Plant/equipment investment, budgetary planning – Workforce planning, hiring, layoffs • All of these decisions are interrelated
Learning Objectives
7.1 Understand the role of forecasting for both an enterprise and a supply chain. 7.2 Identify the components of a demand forecast and some basic approaches to forecasting. 7.3 Forecast demand using time-series methodologies given historical demand data in a supply chain. 7.4 Analyze demand forecasts to estimate forecast error. 7.5 Use Excel to build time-series forecasting models.
英文版物流与供应链管理
Facility Network
Order Processing
Inventory
Warehousing Material Handling
Packaging
Transportation
英文版物流与供应链管理
Logistical Integration
Inventory Flow Enterprise
英文版物流与供应链管理
Procurement Operating Concerns
运作管理供应链管理的视角英文版精要版第三版课程设计
Course Design of Operations and Supply Chn Management from a Management Perspective Third Edition IntroductionAs today’s businesses become more complex, it is essential to have an effective operations and supply chn management program in place. This course ms to help students learn how to develop and implement efficient and effective operations and supply chn management strategies in a variety of industry settings, ultimately leading to improved organizational performance and success.Course Objectives•Understand the principles and practices of operations and supply chn management•Analyze supply chn systems and identify potential areas for improvement•Develop and implement operations and supply chn management strategies•Understand the role of technology in operations and supply chn management•Understand the importance of sustnability in operations and supply chn management•Collaborate with team members to undertake supply chn improvement projects•Develop analytical and problem-solving skills specific to operations and supply chn managementCourse OutlineModule 1: Introduction to Operations and Supply Chn Management •Understanding the importance of operations and supply chn management•Overview of supply chn management and its elements•The role of operations and supply chn management in organizational successModule 2: Supply Chn Design and Planning•Designing and planning a supply chn•Demand forecasting and inventory management•Sales and operations planningModule 3: Supply Chn Sourcing•Sourcing strategies•Supplier selection and evaluation•Collaborative relationshipsModule 4: Supply Chn Operations•Production and service processes•Lean manufacturing and just-in-time (JIT) systems•Quality managementModule 5: Supply Chn Logistics•Transportation and warehousing•Distribution planning and management•International logisticsModule 6: Supply Chn Integration•Information technology in supply chn management•Collaboration and communication within supply chns•Sustnable supply chn managementModule 7: Project Management in Supply Chns•Project management fundamentals•Project management tools and techniques•Managing supply chn improvement projectsAssessmentGrading Policy•Class attendance and participation: 20%•Assignments and quizzes: 30%•Midterm exam: 25%•Final project: 25%Final ProjectFor the final project, students will work in teams to identify anarea for improvement within a real-world supply chn and develop and present a comprehensive improvement plan. Students will be evaluated based on the quality of their written plan and their presentation skills.ConclusionThis course is designed to provide students with a thorough understanding of operations and supply chn management concepts and practices. By the end of this course, students will have developed the analytical, problem-solving, and collaboration skills needed to initiate,implement, and manage effective operations and supply chn management programs.。
供应链管理详细资料(英文版)(ppt 47页)
• cost savings along the supply chain • overhead cost reduction • reducing complexity
• Capital efficiency improvements:
• minimising investment in plant & equipment and inventories
What do Supply Chain people in Unilever do?
• Roles in different parts of the organisation
– factories – regional supply chains – business groups – corporate centre
Path to Growth -- 6 primary strategic thrusts
What is our strategy for the Path to Growth?
áIncrease revenue growth by
using consumer insight to deliver superior consumer benefits
本人刘彦1980年出生2003年毕业于兰州师范高等专科学校化学教育而后于2005年参加工作在甘肃省武威市凉州区洪祥镇陈家沟学校就职
Path to Growth identifies what we will do to deliver on our promises to shareholders: Increase revenue growth to 5% per annum
供应链管理英文ppt chopra_scm5_ch13
Determining the Optimal Level of Product Availability
PowerPoint presentation to accompany Chopra and Meindl Supply Chain Management, 5e
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall. 13-11-1
– Demand during stockout is lost
Copyright ©2013 Pearson Education, Inc. publishing as Prentice Hall.
13-4
Hale Waihona Puke L.L. Bean Example
Table 13-1
Demand Di (in hundreds)
i=4 17
+å1,000( p – c) pi = $49,900
i=11
Expected profit from extra 100 parkas = 5,500 x Prob(demand ≥ 1,100) – 500
x Prob(demand < 1,100) = $5,500 x 0.49 – $500 x 0.51 = $2,440
0.01 0.03 0.07 0.15 0.24 0.35 0.51 0.71 0.82 0.92 0.96 0.98 0.99 1.00
Probability of Demand Being Greater than Di
0.99 0.97 0.93 0.85 0.76 0.65 0.49 0.29 0.18 0.08 0.04 0.02 0.01 0.00
供应链管理及业务管理知识分析模式(英文版)
供应链管理及业务管理知识分析模式(英文版) Supply Chain Management and Business Management Knowledge Analysis ModelIntroduction:Supply chain management (SCM) and business management are two crucial aspects of a company's success and growth. SCM involves the coordination and management of all activities involved in buying, producing, and delivering products or services to customers. On the other hand, business management encompasses the planning, organizing, and controlling of all business operations to achieve organizational goals. This article aims to analyze the key knowledge areas within SCM and business management, highlighting their importance and interdependence.1. Supply Chain Management Knowledge Areas:1.1 Logistics Management:Logistics management focuses on the movement of goods and materials from suppliers to customers. It involves the transportation, warehousing, inventory control, and order fulfillment processes. Efficient logistics management ensures timely delivery, reduces costs, and enhances customer satisfaction.1.2 Procurement and Supplier Management:This knowledge area involves the selection, evaluation, and management of suppliers to ensure the reliable and cost-effective supply of materials or services. It includes activities such as sourcing, negotiation, contract management, and supplierperformance measurement.1.3 Demand Planning and Forecasting:Demand planning and forecasting involve the estimation of future customer demand for products or services. It helps in the optimization of inventory levels, production planning, and resource allocation. Accurate forecasting reduces stockouts, minimizes inventory carrying costs, and improves customer service.1.4 Inventory Management:Inventory management encompasses the control and optimization of inventory levels to meet customer demands while minimizing holding costs. It includes inventory classification, safety stock determination, replenishment strategies, and utilization of advanced inventory management techniques like just-in-time (JIT) and economic order quantity (EOQ).1.5 Risk Management:Supply chain risk management involves identifying, assessing, and mitigating risks associated with supply chain operations. It includes evaluating risks related to supplier reliability, demand volatility, transportation disruptions, natural disasters, and geopolitical factors. Effective risk management helps in minimizing potential disruptions and ensuring business continuity.2. Business Management Knowledge Areas:2.1 Strategic Planning:Strategic planning involves setting the long-term goals and direction of the company. It includes analyzing internal andexternal factors, conducting market research, defining the company's mission and vision, and formulating strategies to achieve competitive advantage. Strategic planning provides a roadmap for decision-making and resource allocation.2.2 Financial Management:Financial management focuses on the efficient utilization and allocation of financial resources within the company. It includes budgeting, financial analysis, cash flow management, and capital investment decisions. Effective financial management ensures profitability, liquidity, and sustainability of the business.2.3 Organizational Behavior:Organizational behavior refers to understanding individual and group dynamics within the company. It includes topics like motivation, leadership, communication, team dynamics, and organizational culture. Understanding and managing organizational behavior promotes employee engagement, productivity, and effective teamwork.2.4 Marketing and Sales Management:Marketing and sales management involves the identification of target markets, development of marketing strategies, and implementation of promotional activities to achieve sales objectives. It includes market research, product development, pricing, distribution, and customer relationship management. Effective marketing and sales management drive customer acquisition, retention, and revenue generation.2.5 Operations Management:Operations management focuses on the design, control, and improvement of production processes to deliver products or services efficiently. It includes capacity planning, production scheduling, quality management, and continuous process improvement. Effective operations management increases productivity, reduces costs, and ensures customer satisfaction.Conclusion:Supply chain management and business management are interconnected and essential for the success of any company. A comprehensive knowledge analysis model helps to identify and prioritize key knowledge areas within these domains. Companies that effectively manage their supply chains and employ sound business management principles gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability.3. Interdependence between Supply Chain Management and Business Management:The interdependence between supply chain management and business management is crucial for the overall success and growth of a company. While supply chain management focuses on the operational aspects of sourcing, production, and delivery, business management provides the strategic framework and direction for these activities. The knowledge areas within both domains are interconnected and rely on each other for effective decision-making and implementation.For example, strategic planning plays a significant role in both supply chain management and business management. A company'sstrategic objectives and goals influence its supply chain strategy, such as sourcing strategies, selection of suppliers, and distribution network design. On the other hand, the company's supply chain capabilities and constraints impact its overall strategic decisions, such as market entry strategies, product differentiation, and pricing.Similarly, financial management is essential for both supply chain management and business management. Efficient financial management helps in allocating resources effectively within the supply chain, such as optimizing inventory levels, implementing cost-saving measures, and improving cash flow. It also enables the company to make informed business decisions, such as investing in new technologies or expanding into new markets.Organizational behavior plays a critical role in both domains as well. Effective communication, teamwork, and leadership within the supply chain contribute to smooth coordination and collaboration among various stakeholders. In business management, understanding organizational behavior helps in creating a positive work culture, motivating employees, and fostering innovation, thereby leading to better business performance and customer satisfaction.Marketing and sales management are interconnected with supply chain management as well. Market research and customer insights are crucial in demand planning and forecasting, which informs supply chain decisions, such as production levels, inventory management, and transportation requirements. Conversely, supply chain capabilities influence marketing and sales strategies, such as product availability, delivery speed, and customer service levels.Integration between these knowledge areas ensures alignment between supply and demand, resulting in customer satisfaction and competitive advantage.Furthermore, operations management plays a key role in both supply chain management and business management. Efficient operations management techniques, such as lean manufacturing, Six Sigma, and total quality management, improve productivity, reduce waste, and enhance product/service quality. These improvements, in turn, enhance the company's overall performance and competitiveness. Additionally, operations management principles help in optimizing supply chain processes, such as production scheduling, inventory management, and order fulfillment, leading to cost savings, shorter lead times, and improved customer satisfaction.4. Importance of Supply Chain Management and Business Management Knowledge:The knowledge areas within supply chain management and business management are crucial for companies to remain competitive, adapt to changing market dynamics, and drive overall business success. Below are the key reasons why companies should prioritize and invest in these knowledge areas:4.1 Optimal Resource Utilization:Efficient supply chain management ensures optimal utilization of resources, such as raw materials, production capacity, and transportation, resulting in cost savings and improved profitability. Likewise, effective business management helps in allocatingfinancial, human, and technological resources to their best possible use, maximizing the value generated by the company.4.2 Enhanced Customer Satisfaction:Supply chain management focuses on meeting customer demands by ensuring the availability of products/services, on-time delivery, and quick response to customer queries. This improves customer satisfaction and loyalty. Business management, meanwhile, helps in developing effective marketing and sales strategies, understanding customer preferences, and delivering superior customer service, further enhancing customer satisfaction and building long-term relationships.4.3 Risk Mitigation and Resilience:Supply chain management knowledge areas, such as risk management and procurement, help in identifying and mitigating potential risks to the supply chain, including disruptions from suppliers, transportation issues, or natural disasters. Business management complements these efforts by implementing suitable risk management strategies at the organizational level, such as diversifying revenue streams, implementing robust financial controls, and building strong relationships with key stakeholders. This ensures business continuity and resilience.4.4 Competitive Advantage:Companies that excel in supply chain management gain a competitive advantage by offering better value to customers through lower costs, higher product quality, and faster delivery. Similarly, effective business management, through strategic planning, marketing, and operations, helps companies differentiatethemselves from competitors and create unique value propositions that attract and retain customers.4.5 Innovation and Agility:Both supply chain management and business management knowledge areas foster innovation and agility within organizations. Supply chain innovation, such as implementing advanced technologies like automation, AI, and IoT, improves operational efficiency, reduces costs, and enables faster response to market changes. Business management knowledge areas, such as strategic planning and organizational behavior, help in creating a culture of innovation, driving continuous improvement, and fostering agile decision-making.Conclusion:Effective supply chain management and business management are critical for the success of any company. The knowledge areas within these domains are interconnected and mutually dependent. Companies that prioritize and invest in these knowledge areas gain a competitive edge, achieve operational excellence, and sustain long-term growth and profitability. Understanding and implementing the key principles and practices within supply chain management and business management enable companies to optimize resources, enhance customer satisfaction, mitigate risks, and leverage opportunities for innovation and competitive advantage.。
供应链管理英文课件：Ch15 Pricing and Revenue Management
– Airline seats: leisure versus business travel
The product is highly perishable or product waste occurs
– Fashion and seasonal apparel – High tech products
© University of Science and Technology of China
4-2
What is Revenue Management?
Revenue management is the practice of differential pricing to increase supply chain profits
Revenue management, also called yield management, and sometimes smart pricing, is a technique to optimize revenue from a fixed, but perishable inventory
运营管理PPT(英文版)
Operations Management, 2e/Ch. 9 Supply Chain Design ©2007 Thomson South-Western
9
Chapter 9 Supply Chain Design
Supply chain efficiency measures include: Inventory Turnover (IT) = Cost of goods sold /Average inventory value (Eq. 9.1) Inventory Days’ Supply (IDS) = Average total inventory/Cost of goods sold per day (Eq. 9.2) Cost of Goods Sold per Day (CGS/D) = Cost of goods sold value/Operating days per year (Eq. 9.3) Revenue per Day (R/D) = Total revenue/Operating days per year
7
Chapter 9 Supply Chain Design
Understanding and Measuring Supply Chain Performance
• Supply chain metrics balance customer requirements and internal supply chain efficiency. • Delivery reliability is measured by perfect order fulfillment. • Responsiveness is measured by order fulfillment lead time or perfect delivery fulfillment. • Customer-related measures measure the level of customer satisfaction.
乔普拉《供应链管理(第7版英文版)》教学课件CH9
Learning Objectives
9.1 Manage supply and demand to improve synchronization in a supply chain in the face of predictable variability. 9.2 Use sales and operations planning to maximize profitability when faced with predictable variability in a supply chain.
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Inventory/Capacity Trade-Off
• Leveling capacity forces inventory to build up in anticipation of seasonal variation in demand
• Can cause increased costs and decreased responsiveness in the supply chain
• Two broad options
1. Manage supply using capacity, inventory, subcontracting, and backlogs
Managing Demand (1 of 4)
• With promotion, three factors lerket growth 2. Stealing share 3. Forward buying
• Factors influencing timing of a promotion – Impact of promotion on demand – Cost of holding inventory – Cost of changing the level of capacity – Product margins
PPT_11Supply -Chain Management(运营管理,英文版)汇总
¨Benchmarking Supply-Chain Management
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
11-4
?1998 by Prentice Hall, Inc.
?1998 by Prentice Hall, Inc.
A Simon & Schuster Company Upper Saddle River, N.J. 07458
Outline - continued
¨Managing the Supply-Chain ¨Materials Management
¨Vendor Selection
¨Vendor Evaluation ¨Vendor Development ¨Negotiations
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
11-3
¨Suppliers are integrated tightly into VW抯 own network, right down to assembly work in the plant
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
Operations Management
Supply -Chain Management Chapter 11
Transparency Masters to accompany Operations Management, 5E (Heizer & Render)
乔普拉《供应链管理(第7版英文版)》教学课件CH17
• Every company and supply chain faces the challenge of the tragedy of the commons as it operates in a global environment
• Difficult to imagine a sustainable solution emerging without some intervention
Copyright © 2019, 2016, 2013 Pearson Education, Inc. All Rights Reserved
Key Pillars of Corporate Social Responsibility
• Measuring performance along all three pillars may be required to evaluate the impact of sustainability-related efforts – Environmental – Social – Governance
As supply chains have globalized and emerging countries have grown, it has become increasingly clear that the world’s resources and environment will not be able to support this growth unless supply chains become more sustainable. Besides the need to make the world more sustainable, an increased focus on sustainability can allow supply chains to reduce risk, become more efficient, and attract some customers who value these efforts.
供应链管理培训汇总篇英文版2
•Tier 1 •Customers
•Tier 2 •Customers
•Tier 3 to •Consumers/ •End-Customers
•1
•2
•1
•n
•2
•1
•n
•1
•n
•1
•n
•2
•n
•1
•n
•Focal Company •Members of the Focal Company’s Supply Chain •Non-Members of the Focal Company’s Supply Chain
•Management •methods
•Work flow/ •activity structure
•Power and •leadership structure
•Organization •structure
•Communication •and information flow
•facility structure
•Logistics
• Marketing & Sales
•PRODUCT FLOW
•Production •R&D
•Finance
•CUSTOMER RELATIONSHIP MANAGEMENT
•Customer
•Consumer /End-user
•CUSTOMER SERVICE MANAGEMENT
•Supply chain •business •processes
•Supply chain •management •components
•Supply chain •network •structure
供应链管理(中英对照)
Supply Chain Management供应链管理The so-called supply chain, in fact, from suppliers, manufacturers, warehouses, distribution centers and channels, and so constitute a logistics network. The same enterprise may constitute the different components of this network node, but the situation is different from a corporate network in different nodes. For example, in a supply chain, companies may not only in the same manufacturers, storage nodes, and in distribution centers, such as possession node location. In the more detailed division of labor, the higher the professional requirements of the supply chain, different nodes are basically composed by different enterprises. In the supply chain flows between the member units of raw materials, finished products, such as inventory and production constitutes the supply chain of goods flow.所谓供应链，其实就是由供应商、制造商、仓库、配送中心和渠道商等构成的物流网络。
【全套精品课件】供应链管理英文课件
E
S
R
S
Capacity, Information, Core Competencies, Capital and Human Resources
Source: Supply Chain Faculty, Michigan State University
Challenges for Supply Chains
Aggregated buying power, auction-based buying/selling
• Achieve Process Simplification
Automated steps, One-step business
THE INTEGRATED SUPPLY CHAIN
Relationship Management
• Visibility
All partners have real time information about status and performance of each element in the supply chain from customers to suppliers.
• Optimization
• Take orders over the web, or automatically via B2B • Offer rich product selection and/or the ability to customize • Source the order and commit to delivery, immediately, online • Service the order online, including changes and inquiries • Deliver product quickly, efficiently, profitably • Be in constant communication with customers and suppliers
运营管理-供应链管理(英文版)
Porter (2001): The Internet does not eliminates the need of a strategy; to the contrary, it makes it even more important
Copyright 2006 John Wiley & Sons, Inc.
1b-4
Competitive Priorities
Cost Quality Flexibility Speed
Copyright 2006 John Wiley & Sons, Inc.
1b-5
Competitive Priorities: Cost
Copyright 2006 John Wiley & Sons, Inc.
1b-2
Four Steps for Strategy Formulation
Defining a primary task
What is the firm in the business of doing? Needs to be as broad as possible to correspond to the
Copyright 2006 John Wiley & Sons, Inc.
1b-12
Strategy and the Internet (cont.)
Lessons from the dot com shakedown
Internet is the great equalizer
allows innovations to be copied with little investment
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Copyright 2006 John Wiley & Sons, Inc.
1b-10
Operations Strategy at Wal-Mart
Copyright 2006 John Wiley & Sons, Inc.
1b-11
Strategy and the Internet
Internet can be used to create a distinctive business strategy
Financial Strategy
1b-14
Policy Deployment
Copyright 2006 John Wiley & Sons, Inc.
Translating corporate strategy into measurable
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.
Copyright 2006 John Wiley & Sons, Inc.
1b-13
Strategic Planning
Mission and Vision
Corporate Strategy
Marketing Strategy
Operations Strategy
Copyright 2006 John Wiley & Sons, Inc.
Chapter 1
Introduction to Operations and Supply Chain Management – Part 2
Operations Management - 6th Edition
Roberta Russell & Bernard W. Taylor, III
Copyright 2006 John Wiley & Sons, Inc.
Custom Foot Shoe Store:
customer’s feet are scanned electronically to capture measurements
custom shoes are mailed to the customer’s home in weeks prices are comparable to off-the-shelf shoes
guest room preventive maintenance cycles percentage of check-ins with no waiting time spent to achieve industry-best clean room
appearance
Guest Preference Reports are recorded in a database
Our values Customer orientation Results orientation Risk taking Great place to work Quality Discipline
Our objectives Extend our silicon technology and manufacturing leadership Deliver unrivaled microprocessors and platforms Grow profitability worldwide Excel in customer orientation
Southwest Airlines
one type of airplane facilitates crew changes, record-keeping, maintenance, and inventory costs
direct flights mean no baggage transfers $30 million annual savings in travel agent commissions by
Copyright 2006 John Wiley & Sons, Inc.
1b-2
Four Steps for Strategy Formulation
Defining a primary task
What is the firm in the business of doing? Needs to be as broad as possible to correspond to the
Dell
ships custom-built computers in two days
Motorola
needs less than 30 minutes to build to order pagers
Copyright 2006 John Wiley & Sons, Inc.
1b-9
requiring customers to contact the airline directly
Copyright 2006 John Wiley & Sons, Inc.
1b-6
Competitive Priorities: Quality
Ritz-Carlton - one customer at a time
What wins t considered for purchase?
Positioning the firm
How will the firm compete?
Copyright 2006 John Wiley & Sons, Inc.
business’ mission statement
Assessing core competencies
What does the firm do better than anyone else?
Determining order winners and order qualifiers
Companies need to provide unique value to customer
Porter (2001): The Internet does not eliminates the need of a strategy; to the contrary, it makes it even more important
1b-3
Mission Statement – Intel Example
Our mission Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live.
companies may reach larger market
customers have more information and can compare prices and features of their products.
These benefits are temporary unless…
Beni Asllani University of Tennessee at Chattanooga
Lecture Outline
Strategy Formulation Competitive Priorities Operations’ Role in Corporate Strategy Strategy and the Internet Strategy Deployment
Copyright 2006 John Wiley & Sons, Inc.
1b-7
Competitive Priorities: Flexibility
Andersen Windows
number of products offered grew from 28,000 to 86,000 number of errors are down to 1 per 200 truckloads
Copyright 2006 John Wiley & Sons, Inc.
1b-12
Strategy and the Internet (cont.)
Lessons from the dot com shakedown
Internet is the great equalizer
allows innovations to be copied with little investment
Hewlett-Packard
produces electronic testing equipment in five days
General Electric
reduces time to manufacture circuit-breaker boxes into three days and dishwashers into 18 hours
1b-8
Competitive Priorities: Speed
Citicorp
advertises a 15-minute mortgage approval
L.L. Bean