Beruflich Dokumente
Kultur Dokumente
Operations Management
Manuel C. Manuel III
Operations strategy
Manuel C. Manuel III ... University of
the Philippines
VISION
MISSION
Management Policy
SWOT Analysis
GOAL
Strategy
Guiding Principle
GOAL
GOAL
Strategy
Strategy
Project:
Specific
Action/
Activity
Project:
Specific
Action/
Activity
Project:
Specific
Action/
Activity
Operations strategy
Manuel C. Manuel III ... University of
the Philippines
SWOT
Manuel C. Manuel III ... University of
the Philippines
Strengths
Manuel C. Manuel III ... University of
the Philippines
Patents
Strong brand names
Good reputation among customers
Cost advantages from proprietary know
how
Exclusive access to high grade natural
resources
Favorable access to distribution networks
Strengths: examples
Manuel C. Manuel III ... University of
the Philippines
Weaknesses
Manuel C. Manuel III ... University of
the Philippines
Weaknesses: examples
Manuel C. Manuel III ... University of
the Philippines
10
Weaknesses
Manuel C. Manuel III ... University of
the Philippines
11
Opportunities
Manuel C. Manuel III ... University of
the Philippines
12
Opportunities: examples
Manuel C. Manuel III ... University of
the Philippines
13
Threats
Manuel C. Manuel III ... University of
the Philippines
14
Threats: examples
Manuel C. Manuel III ... University of
the Philippines
15
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SWOT MATRIX
INTERNAL ASPECTS
EXTERNAL ASPECTS
Strengths (S)
Weaknesses (W)
Opportunities (O)
SOmajor
strategies
List
company pursue opportunities
SO strategies
opportunities
that
are a good fit to the
(e.g.
new
markets)
companys
strengths.
WO strategies
Threats (T)
List major company
threats
(e.g. competition
ST strategies
WT strategies
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SWOT MATRIX
INTERNAL ASPECTS
EXTERNAL ASPECTS
Opportunities (O)
Strengths (S)
Weaknesses (W)
WO strategies overcome
SO strategies weaknessesWO
tostrategies
pursue
opportunities.
Threats (T)
List major company
threats
(e.g. competition
ST strategies
WT strategies
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SWOT MATRIX
INTERNAL ASPECTS
Strengths (S)
Weaknesses (W)
SO strategies
WO strategies
EXTERNAL ASPECTS
Opportunities (O)
List major company
opportunities
(e.g. new markets)
ST strategies
Threats
(T)
WT strategies
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SWOT MATRIX
INTERNAL ASPECTS
Strengths (S)
Weaknesses (W)
SO strategies
WO strategies
EXTERNAL ASPECTS
Opportunities (O)
List major company
opportunities
(e.g. new markets)
Threats (T)
List major company
threats
(e.g. competition
ST strategies
WT strategies establish a
defensive plan to prevent the
companys
weaknesses from
WT strategies
making it highly susceptible
to external threats.
Manuel C. Manuel III ... University of
the Philippines
20
Cost advantage
Differentiation advantage
21
Competitive advantage
Manuel C. Manuel III ... University of
the Philippines
22
Distinctive
Competencies
Value
Creation
Capabilities
23
Resources
Distinctive
Competencies
Capabilities
COST ADVANTAGE
OR
DIFFERENTIATION
ADVANTAGE
Value
Creation
24
Resources
Distinctive
Competencies
Value
Creation
Capabilities
25
Resources
Distinctive
Competencies
Capabilities
COST ADVANTAGE
OR
DIFFERENTIATION
ADVANTAGE
Value
Creation
26
Resources
Distinctive
Competencies
Capabilities
COST ADVANTAGE
OR
DIFFERENTIATION
ADVANTAGE
Value
Creation
27
Production
Outbound
Logistics
Marketing &
Sales
Service
MARGIN
Firm Infrastructure
HR Management
Technology Development
Support
Activities
Procurement
28
29
Support activities
Manuel C. Manuel III ... University of
the Philippines
30
31
Operations competitive
dimensions
Manuel C. Manuel III ... University of
the Philippines
32
33
Corporate strategy
Strategic business unit (SBU) strategy
Functional strategy
34
Corporate strategy
Manuel C. Manuel III ... University of
the Philippines
35
SBU strategy
Manuel C. Manuel III ... University of
the Philippines
36
Functional strategy
Manuel C. Manuel III ... University of
the Philippines
37
A contingency theory of
operations strategy: fit &
focus
Manuel C. Manuel III ... University of
the Philippines
38
A contingency theory of
operations strategy: fit &
focus
Manuel C. Manuel III ... University of
the Philippines
39
A contingency theory of
operations strategy: fit &
focus
Manuel C. Manuel III ... University of
the Philippines
40
Current products
New product
development
Cost
Quality
Speed
Reliability
Flexibility
Order fulfillment
after sales service
Innovativeness
41
Strategic decisions
Tactical decisions
42
43
44
45
46
Building operations
competitive dimensions
PRODUCTION
LEVERS
PRODUCTION
PRODUCTION
CAPABILITY
OUTPUTS
Operations competitive
dimensions
PRODUCTION
SYSTEM
47
Cost
Quality
Delivery speed
Delivery reliability
Flexibility
Innovativeness
Production outputs
Manuel C. Manuel III ... University of
the Philippines
48
Building operations
competitive dimensions
PRODUCTION
LEVERS
PRODUCTION
PRODUCTION
CAPABILITY
OUTPUTS
Operations competitive
dimensions
PRODUCTION
SYSTEM
49
Human Resources
Organization Structure & Controls
Sourcing
Production Planning & Control
Process Technology
Facilities
Production levers
Manuel C. Manuel III ... University of
the Philippines
50
Why levers?
Manuel C. Manuel III ... University of
the Philippines
51
Human resources
Manuel C. Manuel III ... University of
the Philippines
52
53
Sourcing
Manuel C. Manuel III ... University of
the Philippines
54
55
Process technology
Manuel C. Manuel III ... University of
the Philippines
56
Facilities
Manuel C. Manuel III ... University of
the Philippines
57
Building operations
competitive dimensions
PRODUCTION
LEVERS
PRODUCTION
PRODUCTION
CAPABILITY
OUTPUTS
Operations competitive
dimensions
PRODUCTION
SYSTEM
58
Job shop
Batch flow
Operator-paced line flow
Equipment-paced line flow
Continuous flow
59
Building operations
competitive dimensions
PRODUCTION
LEVERS
PRODUCTION
PRODUCTION
CAPABILITY
OUTPUTS
Operations competitive
dimensions
PRODUCTION
SYSTEM
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Thank you!
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