Operations Strategy 2nd Edition by Nigel Slack, Mike Lewis ISBN 1408211920 9781408211922

Operations Strategy 2nd Edition by Nigel Slack, Mike Lewis – Ebook PDF Instant Download/Delivery: 1408211920, 9781408211922
Full download Operations Strategy 2nd Edition after payment

Product details:

ISBN 10: 1408211920 
ISBN 13: 9781408211922
Author: Nigel Slack, Mike Lewis

Operations Strategy 2nd Table of contents:

Chapter 1 An introduction to operations strategy
Introduction
Why is operations excellence fundamental to strategic success?
What is operations strategy and how is it different from operations management?
How should operations strategy reflect overall strategy (top-down)?
How do the requirements of the market influence operations strategy (outside-in)?
How can operations strategy learn from operational experience (bottom-up)?
What is the difference between the ‘content’ and the ‘process’ of operations strategy?
How are operations strategy decisions made?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 2 Operations performance
Introduction
What is meant by operations performance?
How is operations performance judged at a societal level?
How is operations performance judged at a strategic level?
How is operations performance judged at an operational level?
Does the relative importance of performance objectives vary over time?
Do operations performance objectives trade-off against each other?
What are the advantages and disadvantages of focused operations?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 3 Socially responsible operations strategy
Introduction
What is corporate social responsibility?
How does the environmental dimension of CSR affect operations strategy?
How does the social dimension of CSR affect operations strategy?
How does the economic dimension of CSR affect operations strategy?
How does the stakeholder dimension of CSR affect operations strategy?
How does the voluntary dimension of CSR affect operations strategy?
How can operations managers analyse CSR issues?
Summary answers to key questions
Selected further reading
Notes on the chapter
Chapter 4 Capacity strategy
Introduction
What is capacity strategy?
How much capacity should an operation have?
How many separate sites should an operation have?
What issues are important when changing capacity levels?
What tasks should be allocated to sites?
Where should capacity be located?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 5 Purchasing and supply strategy
Introduction
What is purchasing and supply strategy?
What should we do and what should we buy?
What is the role of contracts and/or relationships?
How do we manage supply dynamics?
How do we manage supply networks over time?
How do we manage supply chain risks?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 6 Process technology strategy
Introduction
What is process technology strategy and why is it getting more important?
How can process technology be characterised?
How do market volume and variety influence process technology?
How can process technology be evaluated strategically?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 7 Improvement strategy
Introduction
What are the different approaches to improvement?
How do the needs of the market direct the ongoing development of operations processes?
How can the ongoing management and control of operations be harnessed to develop their capabilities?
What can operations do to deploy their capabilities into the market?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 8 Product and service development and organisation
Introduction
What is the relationship between innovation, design and creativity?
Why is the way in which companies develop their products and services so important?
What process do companies use to develop products and services?
How should the effectiveness of the product and service development process be judged in terms of fu
What operations resource-based decisions define a company’s product and service development strategy
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 9 The process of operations strategy – formulation and implementation
Introduction
What is the ‘formulation’ of operations strategy?
What is involved in maintaining alignment over time?
What analysis is needed for formulation?
What is operations strategy implementation?
Who can be responsible for implementation?
Summary answers to key questions
Further reading
Notes on the chapter
Chapter 10 The process of operations strategy – monitoring and control
Introduction
What are the differences between operational and strategic monitoring and control?
How is progress towards strategic objectives tracked?
How can the monitoring and control process attempt to control risks?
How does learning contribute to strategic control?
Summary answers to key questions
Further reading
Notes on the chapter
Topics covered in case studies
List of case studies
Aarens Electronic
Aztec Component Supplies
Carglass®: building and sustaining a customer-centric organisation
Clever Consulting
Delta Synthetic Fibres (DSF)
Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s
Disneyland Resort Paris
Dresding Medical
Hagen Style
Hartford Building Society: to measure, or not to measure?
Holmart and Wersa: the food waste partnership
McDonald’s: half a century of growth
Ontario Facilities Equity Management (OFEM)
Slagelse Industrial Services (SIS)
The Thought Space partnership
Turnround at the Preston Plant
Zara’s operating model

People also search for Operations Strategy 2nd:

    
identify true statements about operations strategy
    
net zero in government operations strategy
    
an operations strategy can be defined as
    
business operations strategy
    
sales operations strategy

Tags: Nigel Slack, Mike Lewis, Operations Strategy