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Operations Strategy (four key areas (capacity and facilities, supply chain…
Operations Strategy
four key areas
capacity and facilities
supply chain development
technology
workforce
Focused operations
By market segment
By concentrating on one specific performance objective
fast track option
By volume
By technology specialty
Market influence model
Figure 3
Framework for MIM
influenced by
Competitive
Companies strategy due to market
Marketing stratigies
Markets to enter
MIM development
Performance objectives
Quality
Maintain standard
Smaller number of locations
select suppliers based on quality not price
invest in technology
Better than conventional standards
Train and devlop
employees
minimise errors
involvement
quality improvement
additional quality contol
detect
non-conformance
a.s.a.p
Speed
distance to customer base
small
throughput
fast
agile
supply chains
reduce lead times
fewer stages
minimise deleys
spare capacity or inventory
maintain availability
Flexibility
Variety flexability
Mix flexability
Volume flexability
Smaller machines
Less technology
reliance on people
wide range of suppliers
variety
volume
spare capacity
cope with peaks in demand
product design
based on modular priciples
increase varieties
Sustainability
sites spred globalluy
reduce logistics emissions
local social benifit
employment
supply chains
closed loop spply chains
recycle
reuse materials
packaging
employment contracts
reflect values
social sustainability
development
local infrastructure
enhance
economic and social sustainability
Dependability
realistic and achievable
control systems
capable of progression
work to schedule
without errors
Cost
out of town locations
automation
lean stock / stockless
self-service ops
outsourcing non-core ops
low cost providers
Relative importance
Order-winning criteria
Product/service competitive advantage
Order-qualifying criteria
Necessary
Polar diagram
Representation of performance objectives
Market reconciliation modle
strategic reconciliation
Market requirements
Operations resources
Three general themes
The predominant theme
Market infulence
market position of organisation
Exploit operations
competences
performance capabilities
OS driven by a corporate or entrepreneurial vision
Personal view
service
differentiate
Ignore theories
Performance trade offs
cant deliver everything
acknowledge trade-off