Operations Strategy 1 - Introduction - Revision history

Paulreed at 01:29, 13 September 2012

2012-09-13T01:29:06Z

← Older revision		Revision as of 20:29, 12 September 2012
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	==The difference between Operational Strategy and Operational management		==The difference between Operational Strategy and Operational management==
	* More long term		* More long term
	* Analysis at a higher level		* Analysis at a higher level
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	[[Category:Operations]]		[[Category:Operations]]
			<comments />

Paulreed at 01:28, 13 September 2012

2012-09-13T01:28:40Z

← Older revision		Revision as of 20:28, 12 September 2012
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	!!The difference between Op Strategy and Op management		==The difference between Operational Strategy and Operational management
	* More long term		* More long term
	* Analysis at a higher level		* Analysis at a higher level
	* Data more aggregate		* Data more aggregate
	* Involves the whole organization		* Involves the whole organization
	* Greater level of [[Abstraction]] and ~~concpets~~ and not specific solutions		* Greater level of [[Abstraction]] and concepts and not specific solutions

	NEED EXAMPLES HERE		NEED EXAMPLES HERE
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	[img[http://www.warwick.ac.uk/~bsscr/images/mod2_slide3.gif]]		[img[http://www.warwick.ac.uk/~bsscr/images/mod2_slide3.gif]]

	!!Summarizing [[Market Based View]] perspective - ''Outside-In''		==Summarizing [[Market Based View]] perspective - ''Outside-In''==
	* Companies make choices about what customers to attract (STP)		* Companies make choices about what customers to attract (STP)
	* Competitors partly shape the competitive environment		* Competitors partly shape the competitive environment
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	* Different Customer needs mean different types of performance from operations		* Different Customer needs mean different types of performance from operations

	!!Summarizing [[Resource Based View]] ''Inside-out''		==Summarizing [[Resource Based View]] ''Inside-out''==
	*How successful a ~~comapny~~ is is based upon the characteristics of it resources		*How successful a company is, is based upon the characteristics of it resources
	*And how is arranges it resources		*And how is arranges it resources
	* Some resources are intangible - //Reputation// or ''Tacit knowledge'' - ~~embeeded~~ learning and ~~realtionships~~ within and out side		* Some resources are intangible - '''Reputation''' or ''Tacit knowledge'' - embedded learning and relationships within and out side
	* Some resources are more important - ie scare, ~~dificult~~ to imitate, cannot be moved. no substitute - become strategic resources or [[Core Competence]]s		* Some resources are more important - ie scare, difficult to imitate, cannot be moved; no substitute - become strategic resources or [[Core Competence]]s
	* maintaining and exploiting core capabiliites is a key task for operations strategy through Dynamic capabilities shaped by decision making		* maintaining and exploiting core capabiliites is a key task for operations strategy through Dynamic capabilities shaped by decision making
	* Decision Making can be grouped around processes, capacity, supply,		* Decision Making can be grouped around processes, capacity, supply,
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	The two perspectives can be brought together through alignment		The two perspectives can be brought together through alignment

	The are three levels of analysis that used to make the distinction between op strategy and op management by ~~think~~ how they use the input-transformation-output process by looking at the ''Supply Network'' which is the //Flow between operations// the ''Operation'' //flow between operations// and the ''Process'' the //flow between resources//. The 1st is strategic the 2nd is Strategic and Operational and the 3rd is operational		The are three levels of analysis that used to make the distinction between operational strategy and operational management by thinking how they use the ''input-transformation-output process'' by looking at the ''Supply Network'' which is the ''Flow between operations'' the ''Operation'' ''flow between operations'' and the ''Process'' the ''flow between resources''. The 1st is strategic the 2nd is Strategic and Operational and the 3rd is operational

	!!Order Winning and Qualifying Objectives		==Order Winning and Qualifying Objectives==
	of these performance objectives will be more important for some operations than others. The chapter introduces one well-known method of distinguishing between performance objectives - classifying them as order winners or qualifiers.		Of these performance objectives will be more important for some operations than others. The chapter introduces one well-known method of distinguishing between performance objectives - classifying them as order winners or qualifiers.

	Order winners are performance objectives that clearly gain more business for the company as its performance in these areas improves. Qualifiers are the "givens" of doing business. No matter how well an organization performs at it qualifiers it is not going to gain great competitive benefit. However, if it fails to meet the expectations of the market in a qualifying performance objective it will suffer disadvantage in the marketplace		Order winners are performance objectives that clearly gain more business for the company as its performance in these areas improves. Qualifiers are the "givens" of doing business. No matter how well an organization performs at it qualifiers it is not going to gain great competitive benefit. However, if it fails to meet the expectations of the market in a qualifying performance objective it will suffer disadvantage in the marketplace
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	Delights are qualities that were not even thought of the the customer but add to their satisfaction. This would be aline above ''Order Winners'' Over time the lines move down and to the right as they become givens and replaced with new attributes		Delights are qualities that were not even thought of the the customer but add to their satisfaction. This would be aline above ''Order Winners'' Over time the lines move down and to the right as they become givens and replaced with new attributes

	''Criticism of Order Winning/Qualifying concept''		===Criticism of Order Winning/Qualifying concept===
	* Do all customers have the same agreement on what is wiining and qualifying		* Do all customers have the same agreement on what is wiining and qualifying
	* Some customers look at the l-t realtionship and willing to ignore lapses		* Some customers look at the l-t realtionship and willing to ignore lapses

	!!Operatonal Strategy Decisions		==Operatonal Strategy Decisions==

	The Content of operations ~~startegy~~ is		The Content of operations strategy is

	''Capacity		===Capacity===
	Supply Network		*Supply Network
	Process Technology		*Process Technology
	Development and Organization''		*Development and Organization''
	[img[http://www.warwick.ac.uk/~bsscr/images/mod2_table1.gif]]		[img[http://www.warwick.ac.uk/~bsscr/images/mod2_table1.gif]]

	!!RBV		==[[Resource Based View]] RBV==
	''Inside out view''		''Inside out view''
	* Intangible and tangible resources		* Intangible and tangible resources
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	* Resources are co-ordinated to generate CA		* Resources are co-ordinated to generate CA

	!!Market Requirements		==Market Requirements==
	''Outside in''		''Outside in''
	* ~~Gegment~~, Position, Target		* Segment, Position, Target
	* ~~Org~~ develops resources and capbilites based on customers needs		* Organization develops resources and capbilites based on customers needs

	Bibliography		==Bibliography==
	Hayes Piscano:[[Beyond World Class - Mfg Strategy]]		[[author::Hayes]] [[author::Piscano]]:[[Beyond World Class - Mfg Strategy]]
	Prahalad Hamel. The Core Competence of the Corporation		[[author::Prahalad]] [[author::Hamel]]. The Core Competence of the Corporation
	Stalk Evans Shulman Competing on Capabilites		Stalk Evans Shulman Competing on Capabilites
	Whittington: What is strategy?		[[author::Whittington]]: What is strategy?
	Porter: Competitive Advantage		[[author::Porter]]: Competitive Advantage

	[[Category:Operations]]		[[Category:Operations]]

Paulreed: Created page with "!!The difference between Op Strategy and Op management * More long term * Analysis at a higher level * Data more aggregate * Involves the whole organization * Greater level of [[..."

2010-12-27T22:21:05Z

Created page with "!!The difference between Op Strategy and Op management * More long term * Analysis at a higher level * Data more aggregate * Involves the whole organization * Greater level of [[..."

New page

!!The difference between Op Strategy and Op management
* More long term
* Analysis at a higher level
* Data more aggregate
* Involves the whole organization
* Greater level of [[Abstraction]] and concpets and not specific solutions

NEED EXAMPLES HERE

NEED TO MAKE SURE THE STRATEGIC RECONCILATION DIAG IS IN HERE

[img[http://www.warwick.ac.uk/~bsscr/images/mod1_slide3.gif]]

Market Requirements [img[http://www.warwick.ac.uk/~bsscr/images/mod1_slide5.gif]]

Operations Resource Requirements [img[http://www.warwick.ac.uk/~bsscr/images/mod1_slide2.gif]]

The Four Decision Categories

[img[http://www.warwick.ac.uk/~bsscr/images/mod2_slide3.gif]]

!!Summarizing [[Market Based View]] perspective - ''Outside-In''
* Companies make choices about what customers to attract (STP)
* Competitors partly shape the competitive environment
* Operations devotes itself to providing aspects of performance to suppor the Market Position
** Speed, Quality, Dependability, Flexibility, Cost
* Different Customer needs mean different types of performance from operations

!!Summarizing [[Resource Based View]] ''Inside-out''
*How successful a comapny is is based upon the characteristics of it resources
*And how is arranges it resources
* Some resources are intangible - //Reputation// or ''Tacit knowledge'' - embeeded learning and realtionships within and out side
* Some resources are more important - ie scare, dificult to imitate, cannot be moved. no substitute - become strategic resources or [[Core Competence]]s
* maintaining and exploiting core capabiliites is a key task for operations strategy through Dynamic capabilities shaped by decision making
* Decision Making can be grouped around processes, capacity, supply,

The two perspectives can be brought together through alignment

The are three levels of analysis that used to make the distinction between op strategy and op management by think how they use the input-transformation-output process by looking at the ''Supply Network'' which is the //Flow between operations// the ''Operation'' //flow between operations// and the ''Process'' the //flow between resources//. The 1st is strategic the 2nd is Strategic and Operational and the 3rd is operational

!!Order Winning and Qualifying Objectives
of these performance objectives will be more important for some operations than others. The chapter introduces one well-known method of distinguishing between performance objectives - classifying them as order winners or qualifiers.

Order winners are performance objectives that clearly gain more business for the company as its performance in these areas improves. Qualifiers are the "givens" of doing business. No matter how well an organization performs at it qualifiers it is not going to gain great competitive benefit. However, if it fails to meet the expectations of the market in a qualifying performance objective it will suffer disadvantage in the marketplace

[img[http://www.warwick.ac.uk/~bsscr/images/mod2_slide2.gif]]

Delights are qualities that were not even thought of the the customer but add to their satisfaction. This would be aline above ''Order Winners'' Over time the lines move down and to the right as they become givens and replaced with new attributes

''Criticism of Order Winning/Qualifying concept''
* Do all customers have the same agreement on what is wiining and qualifying
* Some customers look at the l-t realtionship and willing to ignore lapses

!!Operatonal Strategy Decisions

The Content of operations startegy is

''Capacity
Supply Network
Process Technology
Development and Organization''
[img[http://www.warwick.ac.uk/~bsscr/images/mod2_table1.gif]]

!!RBV
''Inside out view''
* Intangible and tangible resources
* Firm specific
* Devloped over time
* Resources are co-ordinated to generate CA

!!Market Requirements
''Outside in''
* Gegment, Position, Target
* Org develops resources and capbilites based on customers needs

Bibliography
Hayes Piscano:[[Beyond World Class - Mfg Strategy]]
Prahalad Hamel. The Core Competence of the Corporation
Stalk Evans Shulman Competing on Capabilites
Whittington: What is strategy?
Porter: Competitive Advantage

[[Category:Operations]]