Week 11 Operations And Supply Chain Analysis
WEEK 11-OPERATIONS AND SUPPLY CHAIN MANAGEMENT:
Operations Management is one of the essential business functions and is therefore vital to any organizational system that delivers products and services , for example a bank, airline, or computer manufacturer. At the very core, operations management is all about, designing, creating, controlling and improving the many operational processes within a company (in such system environments).
Operations management deals with a transformation of inputs such as raw materials, labour, capital and information into outputs such as goods and services and can include finished products that are ready for consumptions and semi ready products such as work-in-progress or inputs for other operations. Transformation …show more content…
Customers by a product/service bundle.Dining in a restaurant: combined with the FOOD and the experience.
EMIRATES PROCESS: emptying dirty dishes from a flightwashing dishes (enough for LA breakfast, lunch and dinner) making food (handmade) freezingAssembling (All in one hour)
1. Sophisticated operations require many operational decisions. Firstly the operational strategy has to match and support the overall aims of the business. For example are we aiming to be a low-end provider or are we aiming to target the high end luxury market. The operations strategy has to match these aims; it is made up of a number of separate decisions: ranging from structural to infrastructural aspects.
-As part of the STRUCTURAL DECISIONS we have to determine the output capacity, that is how much we use and what kind out output we are planning to produce. Accordingly we have plan the size and location of individual company FACILITIES and within each facility decisions have to be made in regard to the most appropriate process technology that will meet the capacity …show more content…
Finding those obscure points of influence frequently requires careful observation, data gathering and computer modeling. The archetypes are an attempt to shortcut this laborious process.
VALUE CHAIN: All the elements and processes that add value as raw materials are transformed into the final products made available to the ultimate customer.
REPRESENTATIVE INPUTS TRANSFORMATIONS COMPONENTSTRANSFORMATION FUNCTIONSREPRESENTATIVE OUTPUTS
OUTSOURCING: Contracting out certain business functions or operations to other companies.
VALUE WEBS: Multidimensional networks of suppliers and outsourcing partners.
OFFSHORING: Transferring a part or all of a business function to a facility (a different part of the company or another company entirely) in another country.
In the complex argument over offshoring, the transfer of business functions to entities in other countries in pursuit of lower costs, proponents claim that (a) companies have a responsibility to shareholder interests to pursue the lowest cost of production, (b) offshoring benefits U.S. consumers through lower prices (c) many companies don’t have a choice once
Operations Management is one of the essential business functions and is therefore vital to any organizational system that delivers products and services , for example a bank, airline, or computer manufacturer. At the very core, operations management is all about, designing, creating, controlling and improving the many operational processes within a company (in such system environments).
Operations management deals with a transformation of inputs such as raw materials, labour, capital and information into outputs such as goods and services and can include finished products that are ready for consumptions and semi ready products such as work-in-progress or inputs for other operations. Transformation …show more content…
Customers by a product/service bundle.Dining in a restaurant: combined with the FOOD and the experience.
EMIRATES PROCESS: emptying dirty dishes from a flightwashing dishes (enough for LA breakfast, lunch and dinner) making food (handmade) freezingAssembling (All in one hour)
1. Sophisticated operations require many operational decisions. Firstly the operational strategy has to match and support the overall aims of the business. For example are we aiming to be a low-end provider or are we aiming to target the high end luxury market. The operations strategy has to match these aims; it is made up of a number of separate decisions: ranging from structural to infrastructural aspects.
-As part of the STRUCTURAL DECISIONS we have to determine the output capacity, that is how much we use and what kind out output we are planning to produce. Accordingly we have plan the size and location of individual company FACILITIES and within each facility decisions have to be made in regard to the most appropriate process technology that will meet the capacity …show more content…
Finding those obscure points of influence frequently requires careful observation, data gathering and computer modeling. The archetypes are an attempt to shortcut this laborious process.
VALUE CHAIN: All the elements and processes that add value as raw materials are transformed into the final products made available to the ultimate customer.
REPRESENTATIVE INPUTS TRANSFORMATIONS COMPONENTSTRANSFORMATION FUNCTIONSREPRESENTATIVE OUTPUTS
OUTSOURCING: Contracting out certain business functions or operations to other companies.
VALUE WEBS: Multidimensional networks of suppliers and outsourcing partners.
OFFSHORING: Transferring a part or all of a business function to a facility (a different part of the company or another company entirely) in another country.
In the complex argument over offshoring, the transfer of business functions to entities in other countries in pursuit of lower costs, proponents claim that (a) companies have a responsibility to shareholder interests to pursue the lowest cost of production, (b) offshoring benefits U.S. consumers through lower prices (c) many companies don’t have a choice once