Additional Information
Book Details
Abstract
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.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title page | iii | ||
| Copyright page | iv | ||
| Brief Contents | v | ||
| Contents | vii | ||
| List of figures, tables and exhibits from case studies | xi | ||
| Preface | xix | ||
| Acknowledgements | xxiii | ||
| Publisher’s acknowledgements | xxiv | ||
| Chapter 1 Operations strategy – developing resources and processes for strategic impact | 1 | ||
| Introduction | 1 | ||
| Why is operations excellence fundamental to strategic success? | 2 | ||
| What is strategy? | 7 | ||
| What is operations strategy and how is it different from operations management? | 9 | ||
| What is the ‘content’ of operations strategy? | 25 | ||
| The operations strategy matrix | 32 | ||
| What is the ‘process’ of operations strategy? | 33 | ||
| How is operations strategy developing? | 36 | ||
| Summary answers to key questions | 41 | ||
| Further reading | 43 | ||
| Notes on the chapter | 43 | ||
| Chapter 2 Operations performance | 45 | ||
| Introduction | 45 | ||
| Operations performance can make or break any organisation | 46 | ||
| Judging operations performance at a societal level? | 48 | ||
| Judging operations performance at a strategic level | 53 | ||
| Judging operations performance at an operational level? | 56 | ||
| The relative importance of performance objectives changes over time | 68 | ||
| Trade-offs – are they inevitable? | 72 | ||
| Targeting and operations focus | 80 | ||
| Summary answers to key questions | 87 | ||
| Further reading | 89 | ||
| Notes on the chapter | 89 | ||
| Chapter 3 Substitutes for strategy | 91 | ||
| Introduction | 91 | ||
| Fads, fashion and the ‘new’ approaches to operations | 92 | ||
| Total quality management (TQM) | 93 | ||
| Lean operations | 99 | ||
| Business process reengineering (BPR) | 105 | ||
| Six Sigma | 109 | ||
| Some common threads | 115 | ||
| Summary answers to key questions | 119 | ||
| Further reading | 120 | ||
| Chapter 4 Capacity strategy | 121 | ||
| Introduction | 121 | ||
| What is capacity strategy? | 122 | ||
| The overall level of operations capacity | 122 | ||
| The number and size of sites | 133 | ||
| Capacity change | 135 | ||
| Location of capacity | 142 | ||
| Summary answers to key questions | 151 | ||
| Further reading | 152 | ||
| Notes on the chapter | 152 | ||
| Chapter 5 Purchasing and supply strategy | 154 | ||
| Introduction | 154 | ||
| What is purchasing and supply strategy? | 154 | ||
| Do or buy? The vertical integration decision | 166 | ||
| Contracting and relationships | 172 | ||
| Which type of arrangement? | 181 | ||
| Supply network dynamics | 182 | ||
| Managing suppliers over time | 187 | ||
| Purchasing and supply chain risk | 190 | ||
| Summary answers to key questions | 193 | ||
| Further reading | 194 | ||
| Notes on the chapter | 195 | ||
| Chapter 6 Process technology strategy | 196 | ||
| Introduction | 196 | ||
| What is process technology strategy? | 197 | ||
| Process technology should reflect volume and variety | 202 | ||
| The product–process matrix | 208 | ||
| The challenges of information technology (IT) | 213 | ||
| Evaluating process technology | 217 | ||
| Summary answers to key questions | 230 | ||
| Further reading | 231 | ||
| Notes on the chapter | 232 | ||
| Chapter 7 Improvement strategy | 233 | ||
| Introduction | 233 | ||
| Operations improvement | 233 | ||
| Setting the direction | 240 | ||
| Importance–performance mapping | 246 | ||
| Developing operations capabilities | 251 | ||
| Deploying capabilities in the market | 263 | ||
| Summary answers to key questions | 268 | ||
| Further reading | 270 | ||
| Notes on the chapter | 270 | ||
| Chapter 8 Product and service development and organisation | 272 | ||
| Introduction | 272 | ||
| Innovation, design and creativity | 273 | ||
| The strategic importance of product and service development | 277 | ||
| Product and service development as a process | 284 | ||
| A market requirements’ perspective on product and service development | 293 | ||
| An operations resources perspective on product and service development | 298 | ||
| Summary answers to key questions | 306 | ||
| Further reading | 307 | ||
| Notes on the chapter | 308 | ||
| Chapter 9 The process of operations strategy – formulation and implementation | 309 | ||
| Introduction | 309 | ||
| Formulating operations strategy | 310 | ||
| What is the role of alignment? | 310 | ||
| Maintaining alignment over time | 314 | ||
| What analysis is needed for formulation? | 320 | ||
| The challenges to operations strategy formulation | 323 | ||
| How do we know when the formulation process is complete? | 324 | ||
| What is operations strategy implementation? | 326 | ||
| Summary answers to key questions | 338 | ||
| Further reading | 339 | ||
| Notes on the chapter | 340 | ||
| Chapter 10 The process of operations strategy – monitoring and control | 341 | ||
| Introduction | 341 | ||
| What are the differences between operational and strategic monitoring and control? | 342 | ||
| How is progress towards strategic objectives tracked? | 345 | ||
| How can the monitoring and control process attempt to control risks? | 351 | ||
| How does learning contribute to strategic control? | 358 | ||
| Summary answers to key questions | 366 | ||
| Further reading | 367 | ||
| Notes on the chapter | 368 | ||
| Case studies | 369 | ||
| Aarens Electronic | 373 | ||
| Aztec Component Supplies | 377 | ||
| Carglass®: building and sustaining a customer-centric-organisation | 379 | ||
| Clever Consulting | 393 | ||
| Delta Synthetic Fibres (DSF) | 395 | ||
| Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s | 401 | ||
| Disneyland Resort Paris | 405 | ||
| Dresding Medical | 412 | ||
| Hagen Style | 414 | ||
| Hartford Building Society: to measure, or not to measure? | 416 | ||
| IDEO: service design (A) | 422 | ||
| McDonald’s: half a century of growth | 441 | ||
| Ontario Facilities Equity Management (OFEM) | 447 | ||
| Operations strategy at Galanz | 451 | ||
| Slagelse Industrial Services (SIS) | 466 | ||
| The Thought Space partnership | 469 | ||
| Turnround at the Preston plant | 472 | ||
| Zara’s operating model | 476 | ||
| Zentrill | 481 | ||
| Index | 483 |