Operations Strategy

Now in its fifth edition, this clear, well-structured and interesting text offers insight into the more advanced topic of Operations Strategy. Building on concepts from strategic management, operations management, marketing and HRM, this text encourages a thorough understanding of Operations Strategy in a variety of businesses and organisations. Ideal for Advanced Undergraduate and Postgraduate students, this book builds on concepts from Strategic Management, Operations Management, Marketing and HRM to give students a comprehensive understanding of Operations Strategy. Cover 1 Title page 4 Copyright page 5 Brief Contents 6 Contents 8 List of figures, tables and exhibits from case studies 12 Preface 20 Acknowledgements 24 Publisher’s acknowledgements 25 Chapter 1 Operations strategy – developing resources and processes for strategic impact 26 Introduction 26 Why is operations excellence fundamental to strategic success? 27 What is strategy? 32 What is operations strategy and how is it different from operations management? 34 What is the ‘content’ of operations strategy? 50 The operations strategy matrix 57 What is the ‘process’ of operations strategy? 58 How is operations strategy developing? 61 Summary answers to key questions 66 Further reading 68 Notes on the chapter 68 Chapter 2 Operations performance 70 Introduction 70 Operations performance can make or break any organisation 71 Judging operations performance at a societal level? 73 Judging operations performance at a strategic level 78 Judging operations performance at an operational level? 81 The relative importance of performance objectives changes over time 93 Trade-offs – are they inevitable? 97 Targeting and operations focus 105 Summary answers to key questions 112 Further reading 114 Notes on the chapter 114 Chapter 3 Substitutes for strategy 116 Introduction 116 Fads, fashion and the ‘new’ approaches to operations 117 Total quality management (TQM) 118 Lean operations 124 Business process reengineering (BPR) 130 Six Sigma 134 Some common threads 140 Summary answers to key questions 144 Further reading 145 Chapter 4 Capacity strategy 146 Introduction 146 What is capacity strategy? 147 The overall level of operations capacity 147 The number and size of sites 158 Capacity change 160 Location of capacity 167 Summary answers to key questions 176 Further reading 177 Notes on the chapter 177 Chapter 5 Purchasing and supply strategy 179 Introduction 179 What is purchasing and supply strategy? 179 Do or buy? The vertical integration decision 191 Contracting and relationships 197 Which type of arrangement? 206 Supply network dynamics 207 Managing suppliers over time 212 Purchasing and supply chain risk 215 Summary answers to key questions 218 Further reading 219 Notes on the chapter 220 Chapter 6 Process technology strategy 221 Introduction 221 What is process technology strategy? 222 Process technology should reflect volume and variety 227 The product–process matrix 233 The challenges of information technology (IT) 238 Evaluating process technology 242 Summary answers to key questions 255 Further reading 256 Notes on the chapter 257 Chapter 7 Improvement strategy 258 Introduction 258 Operations improvement 258 Setting the direction 265 Importance–performance mapping 271 Developing operations capabilities 276 Deploying capabilities in the market 288 Summary answers to key questions 293 Further reading 295 Notes on the chapter 295 Chapter 8 Product and service development and organisation 297 Introduction 297 Innovation, design and creativity 298 The strategic importance of product and service development 302 Product and service development as a process 309 A market requirements’ perspective on product and service development 318 An operations resources perspective on product and service development 323 Summary answers to key questions 331 Further reading 332 Notes on the chapter 333 Chapter 9 The process of operations strategy – formulation and implementation 334 Introduction 334 Formulating operations strategy 335 What is the role of alignment? 335 Maintaining alignment over time 339 What analysis is needed for formulation? 345 The challenges to operations strategy formulation 348 How do we know when the formulation process is complete? 349 What is operations strategy implementation? 351 Summary answers to key questions 363 Further reading 364 Notes on the chapter 365 Chapter 10 The process of operations strategy – monitoring and control 366 Introduction 366 What are the differences between operational and strategic monitoring and control? 367 How is progress towards strategic objectives tracked? 370 How can the monitoring and control process attempt to control risks? 376 How does learning contribute to strategic control? 383 Summary answers to key questions 391 Further reading 392 Notes on the chapter 393 Case studies 394 Aarens Electronic 398 Aztec Component Supplies 402 Carglass®: building and sustaining a customer-centric-organisation 404 Clever Consulting 418 Delta Synthetic Fibres (DSF) 420 Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s 426 Disneyland Resort Paris 430 Dresding Medical 437 Hagen Style 439 Hartford Building Society: to measure, or not to measure? 441 IDEO: service design (A) 447 McDonald’s: half a century of growth 466 Ontario Facilities Equity Management (OFEM) 472 Operations strategy at Galanz 476 Slagelse Industrial Services (SIS) 491 The Thought Space partnership 494 Turnround at the Preston plant 497 Zara’s operating model 501 Zentrill 506 Index 508 La 4e de couverture indique : "Now in its fifth edition, Operations Strategy continues to provide a comprehensive understanding of the interaction between operational resources and market requirements. Companies such as Apple and Google have transformed their prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset. The ideas and examples in this book illustrate how operations strategy can develop these capabilities by building on concepts from strategic management, operations management, marketing and HRM. This is the ideal text for advanced undergraduate and postgraduate students."