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Operman CHPTR 2
Operman CHPTR 2
COB 300C
Operations Strategy Dr. Busing Fall 2002
Strategy
Definition:
Strategy
Definition: the science or art of military command as applied to the overall planning and conduct of large-scale combat operations. (The American Heritage Dictionary)
Corporate Mission
is a set of long-range goals unique to each organization. Includes statements about:
kind of business the company wants to be in who its customers are its beliefs about business its goals of survival, growth, and profitability
Business Strategy
long-range game plan for the the organization. provides road-map of how to achieve the corporate mission given:
global business conditions distinctive competencies/weaknesses (anything that helps the firm to capture market share)
Competitive Priorities
Low production costs High quality products and services Fast/on-time delivery Customer service and flexibility Speed
Operations Strategy
long-range game plan for the production of a companys products and services. It provides a road map for what operations must do if business strategies are to be achieved.
Without economies of scale, it may be beneficial to focus on a narrow product mix for a particular niche. Otherwise the factory/service facility may become vulnerable to smaller and more specialized competitors who can provide better cost, delivery, quality, and/or service.
Introduction: production and marketing developing and profit is negative. Growth: sales grow dramatically, marketing efforts intensify, production concentrates on expanding capacity fast enough to keep up with demand and profits begin.
Maturity: production concentrates on high volume, efficiency, and low costs; marketing uses competitive sales promotion aimed at increasing or maintaining market share. Profits at peak Decline: product may be dropped by the firm or replaced by improved products due to declining profits and sales.
Matching high volume/low variety product line with product focused production technology Matching low volume/high variety product line with process focused production technology Intermediate case??
L o
p r o d u c tio n
e liv e r y p e r o r m a n c e
H ig h - q u a lity p r o d u c ts /s e r v ic e s
u s to m e r s e r v ic e le x ib ility a n d
C o m
e t it iv e
r io r it y c o s ts
ERP
Enterprise Resource Planning
ERP Benefits
Integration of Financial Data Standardization of Manufacturing Process Standardization of HR Information
Issues to Consider
ERP package will most likely not match current business process. Cost is significant (average TCO = $15MM). Implementation Time can be long (1-3 years is typical). No payback is typical until 8 months after installation is complete. Average payback is $1.6MM/yr.