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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 |