Operation Management Mid Term
Operations and Supply Management:
The Core
Section 1
STRATEGY
1. Operations and Supply Strategy 2 . Project Management
T W E N T Y- F I R ST- C E N T U RY O P E R AT I O N S A N D S U P P LY M A N AG E M E N T
Managing a modern supply chain involves specialists in manufacturing, purchasing, and distribution, of course. However, today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and chief executives. Changes in operations and supply management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods from one place to another is accomplished by means of mind-boggling technological innovation, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle. In the first section of Operations and Supply Management: The Core we lay a foundation for understanding the dynamic field of operations and supply management. This book is about designing and operating processes that deliver a firm’s goods and services in a manner that matches customers’ expectations. Really successful firms have a clear and unambiguous idea of how they intend to make money. Be it highend products or services that are custom-tailored to the needs of a single customer or generic inexpensive commodities that are bought largely on the basis of cost, competitively producing and distributing these products is a great challenge. In Chapter 1, “Operations and Supply Strategy,” we show the critical link between the processes used to deliver goods and services and customers’ expectations. Customers make a choice between different suppliers that is based on key attributes of the product or service. Aligning the processes used to deliver the product or service is important to success. If, for
The Core
Section 1
STRATEGY
1. Operations and Supply Strategy 2 . Project Management
T W E N T Y- F I R ST- C E N T U RY O P E R AT I O N S A N D S U P P LY M A N AG E M E N T
Managing a modern supply chain involves specialists in manufacturing, purchasing, and distribution, of course. However, today it is also vital to the work of chief financial officers, chief information officers, operations and customer service executives, and chief executives. Changes in operations and supply management have been truly revolutionary, and the pace of progress shows no sign of moderating. In our increasingly interconnected and interdependent global economy, the process of delivering supplies and finished goods from one place to another is accomplished by means of mind-boggling technological innovation, clever new applications of old ideas, seemingly magical mathematics, powerful software, and old-fashioned concrete, steel, and muscle. In the first section of Operations and Supply Management: The Core we lay a foundation for understanding the dynamic field of operations and supply management. This book is about designing and operating processes that deliver a firm’s goods and services in a manner that matches customers’ expectations. Really successful firms have a clear and unambiguous idea of how they intend to make money. Be it highend products or services that are custom-tailored to the needs of a single customer or generic inexpensive commodities that are bought largely on the basis of cost, competitively producing and distributing these products is a great challenge. In Chapter 1, “Operations and Supply Strategy,” we show the critical link between the processes used to deliver goods and services and customers’ expectations. Customers make a choice between different suppliers that is based on key attributes of the product or service. Aligning the processes used to deliver the product or service is important to success. If, for
Bibliography: Hayes, Robert; Gary Pisano; David Upton; and Steven Wheelwright. Operations, Strategy, and Technology: Pursuing the Competitive Edge. New York: John Wiley & Sons, 2004. Hill, T. J. Manufacturing Strategy—Text and Cases. Burr Ridge; IL: Irwin/ McGraw-Hill, 2000. Slack, N., and M. Lewis. Operations Strategy. Harlow, England, and New York: Prentice Hall, 2002. Sower, Victor E.; Jaideep Motwani; and Michael J. Savoie. “Classics in production and operations management,” International Journal of Operations & Production Management, Vol. 17, no. 1 (1997), pp. 15–28.