Operations and Logistics Management
OPERATIONS AND LOGISTICS MANAGEMENT
Submit: 18/08/2008
TABLE OF CONTENTS
Introduction…………………………………………………………………………… 03
Executive Summary…………………………………………………………………… 04
Operations strategy……………………………………………………………………. 05
Operations competitive dimensions…………………………………………………… 06
Capacity……………………………………………………………………………….. 07
Location……………………………………………………………………………….. 08
Total Quality Management……………………………………………………………. 09
Flexibility……………………………………………………………………………… 11
Conclusion…………………………………………………………………………….. 12
Recommendation……………………………………………………………………… 13
References……………………………………………………………………………… 14
EXECUTIVE SUMMARY
Operations Management is concerned with the managing of resources and activities that produce and deliver goods and services for customers. Efficient and effective operations can provide an organization with major competitive advantages. As competition becomes stronger in a more open and global marketplace, a company's survival and growth become greatly dependent on its ability to run its operations efficiently and to exploit its resources productively. This essay is going to discuss about the relationship between strategy and operation management and further explaining about how the capacity, location, TQM, flexibility and process can add value to the delivery of goods and services.
There are many definitions put forward for the business processes. Business processes can be defined as structured measured set of activities designed to produce a specified output for a particular customer or market (Davenport 1993, P 5). “Rosemann (2001, P 18) defines business processes as self-contained, temporal and logical order (parallel and/or serial) of those activities, that are executed for the transformation of a business object with a goal of accomplishing a given task”. Business processes is a collection of interrelated work tasks, initiated in response to an event that achieve a specific result for the customer of the process (Portugal and Sundaram,
Submit: 18/08/2008
TABLE OF CONTENTS
Introduction…………………………………………………………………………… 03
Executive Summary…………………………………………………………………… 04
Operations strategy……………………………………………………………………. 05
Operations competitive dimensions…………………………………………………… 06
Capacity……………………………………………………………………………….. 07
Location……………………………………………………………………………….. 08
Total Quality Management……………………………………………………………. 09
Flexibility……………………………………………………………………………… 11
Conclusion…………………………………………………………………………….. 12
Recommendation……………………………………………………………………… 13
References……………………………………………………………………………… 14
EXECUTIVE SUMMARY
Operations Management is concerned with the managing of resources and activities that produce and deliver goods and services for customers. Efficient and effective operations can provide an organization with major competitive advantages. As competition becomes stronger in a more open and global marketplace, a company's survival and growth become greatly dependent on its ability to run its operations efficiently and to exploit its resources productively. This essay is going to discuss about the relationship between strategy and operation management and further explaining about how the capacity, location, TQM, flexibility and process can add value to the delivery of goods and services.
There are many definitions put forward for the business processes. Business processes can be defined as structured measured set of activities designed to produce a specified output for a particular customer or market (Davenport 1993, P 5). “Rosemann (2001, P 18) defines business processes as self-contained, temporal and logical order (parallel and/or serial) of those activities, that are executed for the transformation of a business object with a goal of accomplishing a given task”. Business processes is a collection of interrelated work tasks, initiated in response to an event that achieve a specific result for the customer of the process (Portugal and Sundaram,
References: Stages of development in quality and related activities, by Brown, 1996, P 190 Although TQM does include statistical process control and other quality tools and techniques, the outermost layer of TQM is often described as being a philosophy • Davenport, T, H. (1993). Process Innovation, Harvard Business School Press • Dornier P, Ernst R, Fender M and Kouvelis P, Global Opertions and Logistics, Published in 1998, John Wiley and sons • IKEA Guide (2008) catalogue IKEA publications Limited • Gerwin, D Manufacturing Flexibility: A Strategic Perspective, Published in 1993 P 395