2002183

Student Number (s):

Programme:(e.g. Business Management) MBA

Strategy Operations and Seminar Group 4
Module Title: (e.g. Studying for Business)
Partnerships
Module Code: SG7001 Word Count 810

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Contents
Introduction................................................................................................................................3

A review of operation.................................................................................................................3

Conclusion..................................................................................................................................5

References..................................................................................................................................6

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Introduction

Morgan motor is one of the most lofty and predominant vehicle maker organizations in

Europe. It plans and creates sports autos of exemplary and refined models with the greatest

utilization of craftsmanship and quality materials. The creation industrial facility is situated at

the Malvern connect, Malvern, Worcestershire since the start of the organization in 1910. At

present the processing plant delivers around 1300 vehicles for every year and all the autos are

collected by hand. The creation procedure has not been changed a lot of adhering to the

antiquated type of creation. The vision of the firm is to designing and manufacturing vintage

cars for their customers by adhering to the classic imperial legacy (Morgan Motors, 2018).

The short description of the vision of the Morgan Motors and appraisal of how their functions

assist to actualise their vision, followed by the operations of the Morgan Motors is conveyed

in this survey. Moreover the realisation of the three stakeholders of the firm and assessment

of a level to which the functions pleases the concerns of the stakeholders are realised.

A review of operation

Vision:

From analysing the vision statement of the firm it is evident that the management of Morgan

Motors is keen on maintaining their classic imperial legacy while designing and

manufacturing vintage cars for their customers. In fact, this vintage car which is

manufactured by hand craft is the major uniqueness of their brand. But without this

uniqueness it is not possible for the firm to keep their classic imperial legacy. Aluminium,

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ash, and leather are the major materials used by the firm to manufacture vintage styles sports

cars and they use technology only whenever it is appropriate.

Operations:

In order to meet their strategic tasks the operations management of Morgan Motors modified

their production process and it helped the operations team to decrease bottlenecks and the

usage of cutting edge IT framework fortify their manufacturing activities and end product

(Morgan Motors, 2018). Since their authoritative structure is level the choices brought

together and significant choices are taken by those labourers who really play out the

undertaking and obligation.

It is essential to have the skilled, knowledgeable and expertise workforce to accomplish their

vision and right now the executives of Morgan Motors leading Internship Program as a major

aspect of their quest for abilities and skills (Johnson et al., 2016). The programmes of training

and development on standard premise are additionally a piece of their push to keep up

productive workforce and create ability inside the firm. Notwithstanding these exercises the

administration of Morgan Motors made high speculation in Operations £15.54 million and

R&D £1.4 million (Morgan Motors, 2019) to improve their designing, production and

marketing actions. Incremental enhancements within research and development have also

been a crucial factor with regard to the department of operations of the firm towards ensuring

high-quality sports cars in vintage style that get manufactured inside of the units of

production, together with accomplishing element of flexibility towards integration of

elements of technology as per suitability for accomplishing efficaciously activities concerned

with operation of the firm as mentioned by Jones and Robinson, (2012).

The vital operational pursuit that aided operation management to actualize the strategic

objectives and targets of the firm is the collaborative or organised teamwork of the distinct

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work groups (Slack et al., 2010). Actually, the joint effort extends to distributors like

Superform in manufacturing high stretch aluminium alloys with Birmingham City

University's potentiality of figuring for the building and constructing an environment that

aids to create new design. Moreover association with Oxford and Cranfield University, in

addition to Birmingham City University's potentiality of figuring upgraded the knowledge

transfer partnership (KTP). ABS testing and emissions testing facility is developed in the

plant with the aid of mutually beneficial alliance with MIRA. The enhancement of the

expertise and coherence in production procedure and developing supreme design was attained

by the associative working and mutually beneficial alliances.

Stakeholders:

According to Freeman (1984) the firm's main stakeholders would be clients, shareholders,

together with the employees. The current operation that helps the firm to achieve its visions is

also capable of satisfying these above mentioned stakeholders of the firm. The quality car

that meets the vintage style is satisfying their customers. The improved knowledge and

training programmes is satisfying employees and the enhanced profitability is satisfying

shareholders.

Conclusion

The vision of the firm is identified from this report and it is also evident that the firm is able

to deliver the vision through its operations including enhanced process control, increased

quality, maintain uniqueness of hand craft, and maintain vintage design, knowledge transfer

with collaborating with outside parties and strategic alliances with suppliers. The operation of

the firm is also meeting the interests o three identified stakeholder of the firm.

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References

Freeman R.E., (1984). Strategic Management: A stakeholder Approach (1st edition),

Massachusetts: Pitman Publishing Inc

Jones, P. and Robinson, P., (2012). Operations Management (3rd edition). Oxford, UK:

Oxford University Press. 

Johnson, G., Whittington, R. and Scholes, K., (2016). Exploring Corporate Strategy (11th

edition), Harlow: Prentice Hall.

Morgan Motors (2019). Annual Report 2018. [Online]. Available from:

https://www.morgan-motor.com/media//[Retrieved 22 Feb 2020].

Morgan Motors (2019). COLLABORATIONS. [Online]. Available from:

https://www.morgan-motor.com/product-category/collaborations/[Retrieved 22 Feb 2020].

Slack, N., Brandon-Jones, A., and Johnston, R., (2010). Operations Management (8th

edition), Harlow: Pearson Education. 

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