An Evaluation of Operations Strategy
Contents
Introduction 2
What is operations strategy? 3
Operations 3
Strategy 5
Operations strategy 6
The content of the operations strategy 8
The process of the operations strategy 9
Sustainable alignment 9
Substitutes for strategy 11
Implementation 11
Conclusion 13
Bibliography 14
Introduction
In a world, where humans do their best to survive, a never ending need for goods and services is always in people`s mind. In order to meet with these requirements, raw materials and processes should be organised and managed. In other words, `operations` is needed so that resources can be worked on to obtain products. Operations strategy has become a basic thing for organizations. In order to survive in the business world, strategies must be designed and the objectives of each operations should be indicated. Essential thing that every operations of organizations is produce either goods or services. Sometimes both goods and services should be produced in order to satisfy customers. Every organization regardless of their type has an operation function (Slack , N. and Lewis, M., 2008).
What is operations strategy?
Operations
`Operations` can be described as the act of management of inputs such as resources and transformation of these inputs into outputs such as goods and services. During these procedures a strategy should be followed. By doing these sequences of actions, inputs (resources) transforms into outputs (goods and services) and this is called the `input-transformation-output` model of operations (Slack N. and Lewis M., 2008). In figure 1.1 an illustration, which is adapted from Meredith and Shafer (2010), of production scheme of operations is shown. In this system, three stages must take place in order to obtain outputs from inputs. These stages are, as in the order of its use, strategy, inputs and transformation process. During these, environmental factors have effects on the whole process. Therefore, a control mechanism should be applied on
Introduction 2
What is operations strategy? 3
Operations 3
Strategy 5
Operations strategy 6
The content of the operations strategy 8
The process of the operations strategy 9
Sustainable alignment 9
Substitutes for strategy 11
Implementation 11
Conclusion 13
Bibliography 14
Introduction
In a world, where humans do their best to survive, a never ending need for goods and services is always in people`s mind. In order to meet with these requirements, raw materials and processes should be organised and managed. In other words, `operations` is needed so that resources can be worked on to obtain products. Operations strategy has become a basic thing for organizations. In order to survive in the business world, strategies must be designed and the objectives of each operations should be indicated. Essential thing that every operations of organizations is produce either goods or services. Sometimes both goods and services should be produced in order to satisfy customers. Every organization regardless of their type has an operation function (Slack , N. and Lewis, M., 2008).
What is operations strategy?
Operations
`Operations` can be described as the act of management of inputs such as resources and transformation of these inputs into outputs such as goods and services. During these procedures a strategy should be followed. By doing these sequences of actions, inputs (resources) transforms into outputs (goods and services) and this is called the `input-transformation-output` model of operations (Slack N. and Lewis M., 2008). In figure 1.1 an illustration, which is adapted from Meredith and Shafer (2010), of production scheme of operations is shown. In this system, three stages must take place in order to obtain outputs from inputs. These stages are, as in the order of its use, strategy, inputs and transformation process. During these, environmental factors have effects on the whole process. Therefore, a control mechanism should be applied on
Bibliography: Barnes, D. (2008). Operations Management: An International Perspective. Royal Holloway University of London: Cengage Learning EMEA. Carmona, M. and Sieh, L. (2004). Measuring Quality in Planning: Managing the Performance Process. Taylor&Francis. Johnson, G., Scholes, K. and Whittington, R. (2005). Exploring Corporate Strategy (7th ed.). Harlow: Prentice Hall. Meradith, Jack R. and Shafer, Scott M. (2010). Operations Management for MBAs (4th ed.). John Wiley& Sons. Slack , N. and Lewis, M. (2008). Operations Strategy. Harlow: Financial Time Prentice Hall.