£2675 + VAT
Developing Resources and Processes for Strategic Impact
- Why is operations excellence fundamental to strategic impact?
- What is operations strategy and how is it different from operations management?
- What is the ‘content’ of operations strategy?
- The operations strategy matrix
- What is the ‘process’ of operations strategy?
- Operations performance can make or break any organisation
- Judging operations performance at a societal level
- Judging operations performance at a strategic level
- Judging operations performance at an operational level
- The relative importance of performance objectives changes over time
- Trade-offs – are they inevitable?
- Targeting and operations focus
Substitutes for Strategy
- Fads, fashion and the ‘new’ approaches to operations
- Total quality management (TQM)
- Business process reengineering (BPR)
- Six Sigma
- Some common threads
- The overall level of operations capacity
- The number and size of sites
- Capacity change
- Location of capacity
Purchasing and Supply Strategy
- Do or buy? The vertical integration decision
- Contracting and relationships
- Which type of arrangement?
- Supply network dynamics
- Managing suppliers over time
- Purchasing and supply chain risk
- Chief operations officers and chief executive officers
- Operations directors and managers
- Heads of departments
- Senior operations executives, officers and staff
- Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
- Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset.
- Those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
- Those who appreciate operations strategy as central, ubiquitous and vital to any organisation’s sustained success.
Upon completion of this course, you will be able to understand:
- The meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
- How to judge the performance of operations.
- A broad approach to assessing operations performance at a societal level that uses the ‘triple bottom line’ to judge an operation’s social, environmental and economic impact.
- How operations performance can be judged in terms of how it affects an organisation’s ability to achieve its overall strategy.
- The more directly operational level aspects of performance – quality, speed, dependability, flexibility and cost.
- Three related aspects of performance that are fundamental to understanding operations strategy: how the relative importance of different aspects of performance changes over time; how performance objectives trade off against each other (do improvements in some aspects of performance necessarily mean a reduction in the performance of others?); and how exceptional performance levels can be reached by focusing on a limited set of objectives and exploiting the trade-offs between objectives.
- Some ‘new approaches’ to operations and the extent to which they can be seen as ‘strategic’, as well as how they fit into operations strategy.
- The principles behind how operations configure, and reconfigure, their capacity.
- Purchasing and supply decisions as a critical set of operations strategy decisions.