UNIVERSITY OF LIVERPOOL

PROJECT PROPOSAL
OPERATIONS MANAGEMENT
AWE OLUWADAMILOLA

MAY 11, 2016

TABLE OF CONTENTS

PAGE

COVER PAGE
TABLE OF CONTENT

EXECUTIVE SUMMARY

OPERATIONS APPROACH

PROCESS DESIGN

13

TECHNOLOGY

19

PLANNING AND CONTROL

20

SUPLY CHAIN

21

QUALITY MANAGEMENT

23

CRITICIZER AND IMPROVEMENT

25

CONCLUSION AND RECOMMENDATIONS

25

1.EXECUTIVE SUMMARY
Businesses are struggling to attain and sustain competitive benefit in todays
unsettled commerce environment. However, in what way can we assess and
(re) develop strategic advantages that reposition operational competences to
deliver new bases of competitive benefit? This report is being equipped to
evaluate the procedures and strategies such as operational control,
structures, proposal as well as the planning of Dominos LLC. A hypothetical
framework has been applied to assess the establishments operational
strategy in relations to its manufactured goods and service rendered. Though
report considers Dominos LLCs general strategy, it also emphases on
everyday operations of the establishment particularly the everyday
undertakings of operational process of Dominos store located in Glasgow, UK
in Alexandra Parade.
Additionally, is the evaluation of how the establishment has been able to
position itself as a frontrunner in market as well as analyses the strong point
and weakness in establishments prevailing strategy. Upon dissecting several
units of the establishments procedures, it delivers an appreciation of
establishments determination to uninterruptedly evolve in the changing
market settings by integrating new invention design and ability to being
innovative as well as to stay at par with competition.
Finally, upon recognizing the area of development in the establishments
prevailing strategy, this report/ project proposal proposes modifications and
recommendations that could be integrated so as to further attain
supplementary operational efficiency thus make best use of profits and
increasing its value offering.
The aim of this weeks submission is the concluding part of the FINAL
PROJECT SUBMISSION for WEEK 8 which is also written based on
corrections, and suggestions gotten from instructor as feedback.

2.OPERATIONS APPROACH
2.1

INTRODUCTION

Dominos is one of the leading pizza delivery companies globally Dominos

(2008) with an operation model as well as unique trade which afford them
the opportunity that positions that as the market lead in the industry.
The company has a unique business and operation model and is a pioneer in the
fast-food industry. In the early 1960s, Dominos has successfully expanded its
outlets globally with presence in over seventy countries including the US with 9,350
outlets (Abilla, 2000) The parental establishment, Dominos LCC is HQ is situated
Michigan, USA. It sustains the general control on raw material sourcing to the chief
franchise and put into effect quality of service and merchandises vended. For
smooth operational processes amid the outlets and chief franchise most especially
regarding perishable stocks and unprocessed materials, this is delivered to master

franchise in UK with quality obligatory through upholding overall controlling

and monitoring on delivery of produce and service (Gonalves-Coelho and
Mouro 2007; Haeckel 1999) in Liu and Lang, 2014)) establishments are
duty-bound to cultivate an adaptive structure to build up well-structured
competences so as to respond to consumer needs and marketplace
alterations.

FIG 1: FRANCHISE PLAN

2.2

CORPPORATE VISION AND MISSION

3

Dominos corporate vision and mission statement embraces the following vital
areas:

To being superior than rivalry

Guaranteeing quality invention
Providing outstanding and exceptional service
Building long-lasting bond with employees and communities operational

FIG 2: CORPORATE MISSION DOMINOS

A vibrant corporate vision as well as mission makes certain that the

establishment and their franchises functions and are in sync for the
realization of achieving shared goals thus increasing its trade in a potentially
good sequence. The entire comprehensive vision translates into specifics at
country level in unbroken and effortless manner so as to retain as well as to
be conscious of the incessantly.
Lawfer, (2004), well-implemented mission affords establishment to draw and
likewise fosters organizational loyalty amid employees, shareholders, and
consumers.

2.3

OPERATIONS MANAGEMENT AND STRATEGIC

With the growing economical intensity, manufacturing establishments are

obligated to expand operational strategy to outdo contenders. However, little
is acknowledged in the way establishments can evaluate and also enhance
improve strategies to attain organisational goals (Liu and Liang, 2014). Also,
given tremendously unclear conservational enthusiasm as well as
establishments development over time, it is unlikely for any establishment
to depend on their original processes and strategy. Raturi and Evans, (2005)
4

explains it as development, design, protection of system, and technique that

transforms perishable material, labor and skill into finished produce and
services to accomplish customer satisfaction; Garvin, (1992) operations and
manufacturing effectiveness tested from end to end of operations strategy;
while Slack & Lewis, (2011) whole system of choice creating long-standing
capabilities as well as flexibilities of any kind of procedure, operations as well
as their effort towards the wide-ranging approach, by means of operations
resources as well as market requirements.
Operations Management focuses how establishment produce or supply goods
and or services which is their aim of existence. Operations are perceived as
one of numerous tasks (such as advertising, finance, personnel) in an
establishment.
Operational drive is defined as portion of establishment dedicated to the
making or supply of goods and services. This denotes that every
establishment undertakes operations activities since they; either produce
goods or render services. It also gives thoughtfulness to what way operations
helps to structure, manage and improve establishments operation in a wellstructured manner.
Operations and Strategic purposes observe establishments vision report. Dominos
main objective are aimed at

Targeted progression rivals

Menu (Ala carte) extension and increase, various price points, 24 hrs. service
delivery model competitors
Usage of establishments owned stores in US and Australia as an experiment
bed for new and supplementary innovations IT stratagem
Increase investment in training as well as assessing of outlets to deliver
constant and dependable , good quality of products and services HRM
strategy
Allow master franchise to integrate and put to use their knowledge of local
marketplace and cuisines Knowledge Management Approach

2.4

UNIVERSAL STRATEGIC OBJECTIVES

5

A global strategic objective observes and sticks with or to establishments

vision. The objectives:

Focused on global development

Rich and wider menu, different price points, 24 hours supply model
competitive advantage
Use of company owned stores globally and in precise the US and
Australia for test bed for innovation Information Technology Strategy.
Increased investment in training as well as reviewing outlets to offer
constant service and superiority of products HR Strategy
Permits to master franchises application of understanding of local
market and gastronomies Knowledge Administration Strategy

2.5

ORDER QUALIFIERS & WINNERS

Order qualifiers are the elementary principles merchandise attain in relation to

quality for selling. They are the standards which seek to gain the customer when it
comes to procuring Awe, (2016). The Criterion of Dominos order qualifiers and
winners are as depicted below:

FIGURE 3: ORDER QUALIFIERS

2.6

CORE COMPETENCIES

Dominos core capabilities have progressed over time. The exclusivity of their
strengths has assisted establishment to gain dominance of the pizza food service
trade, and a front-runner in home delivery/ to go or take away service.

FIG 4: CORE COMTETENCIES (Google.com, 2016)

2.7

THE VALUE CHAIN

It is imperative to consider how customers request seeks to push Dominos to

create produce. The consumer desires or request that pushes the overall value
chain is the prerequisite for reliable takeaway eatery, realistically priced sizzling
quality food and variability that suits the indigenous palette.
The establishment is fixated on these significant consumer desires and requests
thru the value chain, and has not permitted any detour in this area unlike other
contestants that have evolved a mixed model of full service cafeteria and takeaway
outlets, or a mixture of both. This has weakened their strengths in the segment the
Dominos concentrations are on - home delivery/ to go or take away service. Its
universal operating model permits for lean staff, well skilled staff and suppleness at
country level to adapt and modify menus to conform to consumers tastes.
Operational necessities have impelled the implementation as well as usage of
technology to foster and provide more enriching experience for consumers, it has
the history of leading as they were the first to use TV as supply channel, an online
tracking Great Pizza Service (GPS) (Dominos.com.sg, 2016) that permits consumers
to monitor the pizza order delivery and an exclusive POS system. A mixture of the
establishment level strategy and operational approach has stemmed in Dominos
7

having repute for dependability and reliable pizza quality) these approaches have
certified that Dominos continually attains consumers requests and expectations.

FIGURE 5: VALUE

2.8

CHAIN

PRODUCT VALUE CHAIN (PVC)

The figure below exemplifies Porters Model showing Dominos operation as a group
of value-adding undertakings. The principal activities are practices which are
primarily related to production of products and services to external consumers.
They are very crucial to the entire trade processes of the establishment. The
undertakings are indicative of support activities which are of great significance for
the enhancement and growth of applicable transforming resources. These can be
seen as value adding undertakings. An example is integrating of technology like
ability place orders via telephone through text messaging creates to ease that
Dominos creates and increases accurateness of orders. All this establishes trade
procedure of the establishment.

FIG 6: PVC

2.9

OPERATIONS STRATEGY EFFECTS - STORE LEVEL

Setting up of outstanding quality amenities to consumer is principal

concentration of Dominos operations approaches Dominos Annual
Report, (2012):
Refining procedure and proficiencies at outlets so as to create a
form of reduction in expenditure.
Quick services to consumers through strategic outlet locations,
results to profit maximization
From order assignment to preparation, baking, packing as well
as efficient delivery to completes the operational procedure
sequence
Via PULSE POS system flexibility operational thus leading to cost
effectiveness as well as easy access to financials and
marketplace data
Attractive and fixated menus for consumers while reducing
inaccuracies in orders placed
A store audit routine for evaluating performance in attainment
and realization of consumers expectation

2.10

COMPETITOR ANALYSIS

FIG: 7 DOMINOS Vs COMPETITORS (UNITED KINGDOM)

1. Dominos DPG is leveraging on its position as the frontrunner in the

home supply and to go or take away service in the county of the United
Kingdom. It owns the utmost market share in comparison to other food
channels. This poses as vast contribution to sales for the reason that
no other pizza establishments deals with fast delivery as Dominos
(Order qualifying criteria)

FIG8: DOMINOS VERSUS ITS COMPETITORS (GLOBAL)

2. From a universal viewpoint, the establishments position is 12 amid all
other topmost food chains generally. From the above diagram, it can be
deduced that the establishment requisite implementation of added
10

new approaches so as to attain a higher position in rank relative to

other counterpart in food chain business.

FIG 9: PERFOMANCE PRORITIZING CURVE GRAPH

Slack Model for Performance Prioritizing is considered. This would afford the
establishment the opportunity of prioritising their operative strategies built
on order-winning measures and existing issue its confronted with relative to
competition.
A. Spare Zone: The establishment capitalizes in P.R. approach to a
greater extent as related to other establishment in food trade. It deals
with several mark-downs vouchers to entice consumers however such
systems fascinate consumers but eventually creates a form of low
image of establishment repute. Hence, cost reduction is requisite by
the establishment most importantly to have it done with clear
thoughtfulness so as not to have any undesirable effect on trades.
B. Right Zone: The establishment has an incomparable home supply
deal which positions it above its rivals. The Thirty minutes luxury has
set the trademark with a strong appearance amongst consumers. Thus
bringing about a strong equilibrium amid rivals and consumers.
C. Advance Zone: The establishment requisite to improving product
quality so as to sustain as well as to gain additional reputation. It
needs to put emphasis on pizza value and highlighting all
characteristics that are in relation to customer. For instance, Pizza Hut
identifies the calories intake in each pizza as exemplified in fig below.
11

This mirrors trademark as well as product concern for their consumers.

So Dominos must embrace and likewise incorporate some processes
which will embrace as well as foster the emotional association amid
the establishment and to its new and existing consumers.

FIG 10: EVALUATION IN RELATION TO RIVALRY (Google.com,

2016)

D. Critical action Zone: In order to grow service to consumers, the

establishment must certify quick supply of pizza to consumers. Hence,
there is need to work on their existing process design. There must be
abundant space for workforces, machines and most importantly back
up machines in case of emergency so as to meet up with operational
demands. The importance of this cannot be over emphasized.

3.PROCESS DESIGN
A process pedals the path; initiate a walking phase that will offer
development for the attainment of results. Occasionally, customers are
confused on their needs so in order to meet up to their expectation and most
importantly meet their needs, processes are established. They sometimes
occur concurrently, in phases or fragmented. It is imperative to decipher the
thoughtfulness of this process.
Process: an uninterrupted sequence of deed and happenings set up to
achieve something with a group Strachan & Tomlinson, (2008).
The main end of process is keeping up with the overall objective of the
establishment. Hence, process design required reveals the comparative
significance of unusual performance objective excellence, timeliness,
12

dependability, flexibility and budget. At an extra broad level, process design

expresses the kind elements streams through procedure. Hence, more micro
performance aims are likewise beneficial in process design (Ibid)In-depth
discussion in week 8. Process design embraces calculating details of
process, in exact resolutions, structures, task distribution, capacity and
capability to mix the effects of variability (Simon Fraser University, n.d.).

FIG 11: PROCESS DESIGN

3.1. CONVERSION PROCESS

Value conversion course embraces both the tangible and intangible
essentials, with consumers presence in the outlet an essential process to the
overall value chain process. Referencing Dominos style of open kitchens to
place order (depending on the design of outlet can see how the meal is
prepared) the consumer waiting to receive order is a part of the overall
experience from period order was placed till consumption either as eat in or
take away.
The establishment is a unique entity based on the meal produce as some is
peculiar to their franchise. E.g. is in Nigeria where we have the Suya Pizza
(Smoked peppered beef)

Volume: High aptitude Operational outcomes High repeatability

High
Specialty High methodization, High investment concentration, Low cost.
The whole volume explains contemporary kitchen as well as competent staff
functioning in the kitchen as well as other service areas of the outlet Sykes
and Crawford, (2012, P. 3).
Variety: High variety - Operative Consequences Flexibility Multifaceted
13

Meet consumer requests. Overall products and standard (Pizzas), consumers

could on their own free will request for preferred toppings, spices or create
their own unique pizza type (Selection of mix or constituents.(thickness of
crust); not included. This depicts flexibility in operational system already
adopted by the establishment and still existing (Ibid)
Variation: Low in demand Operative significances Continual Routine
predicted Low cost. Traffic of orders placed by consumers is high during
lunch and dinner time (Speak periods) mostly. On the other hand, times
during the day on low orders Tripathi, (2011) The establishment has low
demand at day but then again variation of demands at peak periods
Visibility: categorization of operations in relation to customers. This differs
from high to low based on the open kitchen format adopted by the
establishment. As consumers choice of service (Dine In) has visibility on
production method while consumer with option of home delivery shows no
visibility till produces is successfully delivered Bach, (2013)
The establishment has selected a unique product/service blend that reflects
in the operational and structured process establishment follows.

FIG 12: FOUR Vs - Slack, Chambers & Johnston (2010)

14

FIG 13: ASSEMBLY STRCUTURE: DOMINOS

Given that the produce (pizzas) demands its preparation with uttermost
consistency, the establishment has likewise adopted assembly line method
for its production, although at the flexibility batch approach is still effective
and operational. Production process at the kitchen applies constancy and
proficiencies resulting from the adopted assembly line approach. However,
the assembly line approach offers and make opportunity for the trade to
meet with consumer demands especially at peak periods. The assembly line
is called make line by the establishment.
3.2. PRODUCTION PROCEDURE
Their production method is efficient and well - structured following process
from when consumer places order to payment and delivery to end consumer.

15

STAGE 1: Order placed by consumer either by the telephone or walks in, or

over the internet

FIG 14: ORDER INTAKE PROCEDURE (Google.com, 2016)

STAGE 2: sales rep receives orders and computes into the PULSE system
(exclusive system that streamlines order processes)
PULSE system increases efficiencies at a store level. The key functions of this
system are:

Automated touch display monitor ordering machine: offers order

receiving process accurateness and productivity particularly at peak
periods
Supply chauffeur routine method: offers improved and efficient service
Enhanced MIS competences

STAGE 3: ASSEMBLY LINE PROCEDURE

16

FIG: 15 PROCESSES IN PIZZA PREPARATION (Google.com, 2016)

STAGE 4: MAKELINE PROCEDURE kneading of dough; and adding of

toppings by another employee. Division of labor in a well-structured
establishment
STAGE 5: BAKING TIME - with timed baking duration following which it is
boxed for dispatch or hand collection by consumer in waiting line.

FIG 16: BAKING TIME (Google.com, 2016)

17

FIG 17: PROCEDURE FLOW DIAGRAM

3.3. STORE LAYOUT
The establishment implements a procedure controlled layout with common
procedures co-lined as product travels amid stations. The unified floor plan at
majority outlets enables movement of produces and team amid stations to
manage volume and traffic of orders at peak periods thus reducing bottle
necks.
The design is planned to manage regular peak hour, also is having the
storage zone set to stock ingredients for certain duration. This layout enables
best use of space as well as equipment thus improving skills and proficiency
of employees.
A typical layout comprises of reception, assembly Line, and oven and,
packing area, workplace, cold room and washing areas.

18

3.4. PRODUCT SERVICE VARIETY

Dominos as a body is somewhat unique because it links both product
supports by service package; service based with product element in product
service variety. I.e. unique; it embraces of in cooperation packing and
services to serve foundation for product.

4. TECHNOLOGY
Dominos pizza launch of internet service was attained due to the
technological advanced process embraced by the establishment. Rendering
the introduction of the online portal amplified their potential to consumers
globally.
IT with competence of supporting operational flow outcome on dimensions of
supply network, such as budget, quality, flexibility, well-timed supply of
supplies and services as well as establishments (Droodchi and Nikmehr,
(2007); Chan and Quchi, (2001) in Gilaninia et al., 2011)value added and
accountable for strong integration and coordination amid supply chain
network and performance outcome on supply network.
(Turner, (1993) cited in Quesada, Gazo and Sanchez, 2016)) a necessity for
establishment to incorporate top-line IT, as deficiency of this renders supply
network inoperable; (LI, (2010) in (Ibid)) based it on the identification of 14
IT tools with supplementary importance on electronic data interchange
(EDI) and enterprise resource planning (ERP) as a prearranged donating
factor of successful supply network. Other characteristics are solid and
operative relationship management across all supply links internally and
globally, as well as capability to make well-informed and well-deserved
conclusion (Ibid).
In 2010, the establishment was launched and was called Dominos Great
Pizza Service (GPS).

19

FIG 18: GPS TRACKER (Ibid)

Recently, the likes of other fast food trade competing with Dominos has also
embraced the online ordering portal. E.g. KFC and McDonalds
In striving to attract more and easier efficient manner, the establishment
placed significant importance on sales via its well established technology
platform. The establishment has since witnessed an ongoing and significant
increased trend of orders placed electronically than telephone orders. In
addition is the competency to monitor orders in a timely manner as well as
logistics
services
to
communicate
pre-warnings
on
forthcoming
consignments Auramo, Kauremaa & Tanskanen, (n.d).

5. PLANNING & CONTROL (P & C)

For precise and apt forecasting demand and inventory administration as well
as well-structured development procedure is embraced. Through
anticipating, demands are harmonized and coordinated. This supplementary
simplifies increase in the whole supply chain competence in lean processes.
Furthermore, it allow establishment to check the stock distribution, as it
optimizes orders on basis of delivery centre, by undertaking lowest amount
material requisite for production. The all-inclusive projecting and inventory
management is done through ERP Tripathi, (2011)

20

FIG 19: PRODUCTION RESTRAINT

FIG 20: PLANNING & CONTROL

6. SUPPLY CHAIN
Tripathi, (2001, p. 32) Make to Stock method as mentioned in week 5 is
deliberated by and inventory management. Kannan and Tan, (2005), operation
tasks efficiency is upgraded by of JIT and SCM. Further and detailed diagrammatic
explanations to follow in week 8
Dominos ensures an advanced SCM which seeks to make certain that overall
procurement and purchases are achieved centrally across all their outlets
(franchises) globally. The principal entity, that backs the SC network, is known as
21

Dominos SC services a fully possessed subsidiary of the establishment that

handles supplies of requirements of materials for production. The supply network
delivers to all master franchises effectively rendering the establishment a few key
returns on

Centralized purchases
Reliability, dependability and quality supplies globally
Economies of scale

Interestingly at franchise level, the establishment has been able to regulate and
centralise SC service. By way of using the UKs SC as an instance, we view from
standpoint of operation of the country SC processes as having:

All the raw materials and food stuffs prepared at a central commissary UK
having its location in Milton Keynes, UK
The commissary, then do deliveries to individual outlets thrice a weekcertifying JIT procedure, though more supply requests, however, dependent
on circumstance prevailing; following which this will be tracked and
monitored by PULSE system for purpose of inventory and record keeping for
individual stores.

FIG 21: SUPPLY CHAIN

22

7. QUALITY MANAGEMENT
7.1.

QUALITY ASSURANCE & CONTROL

Dominos has sole ownership of its supply network, 99 percentage of Master

franchises sources for their production constituents and other items required
from the master chef; frequently stocked at central commissionaires,
following its distribution to smaller outlets hence result to decrease in stock
piling and ensuring JIT method adopted. The central control deliveries
guarantee constancy is upheld especially in relation to unprocessed
materials used for production.
The establishment has documented and approved Supplier Approval
Procedure (SAP) and likewise agreement with all contractors of food
constituents and other production item supplies required. This is appraised
carefully by Food Technologist to safeguard safety, legal and most
importantly a level of consistency in high quality. Furthermore, are
safeguarding and carrying out risk assessment on perishable, unperishable
and finished produced to the tinniest item. Database of certified and
authorized suppliers are maintained, and also continually assessed. Quality
authorizations are conducted on deliveries, tasters sent for examination or
opinion received from consumers.
RECOMMENDED EXPANSE FOR IMPROVEMENT
PROCESSES
Part of the most popularly confronted challenges encountered by the establishment
make line is that habitually, it lacks proper planning as well as interconnections
operation structural wise and as a result pointers to be disadvantaged listed below

Irregular time interval on service rendered

Slack of automated processes hence poor work flow processes amid service
teams as well as irregular flow of effort

The aforementioned factors results to ineffectiveness of market line pointing to

bottlenecks particularly at highest sales traffic periods. Further supplementary
concern confronted again by the local Glasgow outlet is lack of required
technological device or operational devices for delivery drivers - GPS system,
leading to inefficient on-time supplies as knowledge of supplies are primarily
dependent on the geographical familiarity of drivers besides again, it is dependent
on delivery individual proficiencies to certify on-time supplies, that accounts for
nearly or over 70% of entire trades.

23

STORE AND PRODUCTION LAYOUT (Summary)

Though typical layout dimensions heighten productivity and expedite maximum
usage capacity of floor spaces, a severe health and safety hazards exists mostly in
oven area operational workers that have been burnt and also inclined to to more
burns.
Furthermore is the challenge faced with conveyor girdle of the oven and the nonavailability of well-designed parking spaces for supply trucks in proximity of the
store therefore, resultant; to unlawful carpark and loading in the front areas of the
store. The aforementioned pointers to restricted access as primary inquiries
advocates that peak at periods demands are significantly higher than the capacity
of oven hence results to dire delay in service times and supplies, burnt workers
trying to catch up as well as delivery personnelMore discussions with proffered
solution will be highlighted in week 8 as well as HSE factors to implementation.
The below are areas of
PROPOSED IMPROVEMENTS for the establishment to implement:

PROCESSES supply or provision automated equipments for Assembly line,

mobile phone with headsets or talk back radio with headsets for
communication so as to increase effectiveness
STORE PLAN proper planning and arrangement of layout and allocation of
spaces for operation most especially to cater for peak period operation. Also
is to implement Health &Safety policies most especially during peak periods,
oven relocation, designated parking slots for delivery vans etc. Also is
consideration given to separation of operations for Central and Eastern
Glasgow outlets
PRODUCTION AND PRODUCTION FACILITIES

Given the aforementioned to operational structure, it is predicted that the store can
produce a comfortable, well-organized atmosphere and boost efficiencies across the
overall value chain processes.
DEVELOPMENT AND INNOVATIONS
For a long period, the establishment has invented several products and procedures
therefore resulting to increase in quality and effectiveness. The establishment has
established its innovative methods in 4 main areas as in diagram below. Individually
or are at times are amalgamation of market centred, Eureka and Resource Centred
sources of innovations.

24

FIG: 22: DEVELOPMENT & INNOVATIONS

8. CRITICIZER AND IMPROVEMENT

The establishment has a good level of quality standards in food, conversely a
certain form of weakness in service, a vigorous method in ensuring quality in
customer provision is recommended so as to attain supplementary level of
customer loyalty. Furthermore, by way of rendering Awe, (2016), supplementary
recommendations as envisaged in the course of research work and also based on
careful analysis by (Ibid); Dominos stores were confronted with issues of stocks of
bread, side orders intake and boxes for packing in occasion that demand has
surpassed forecasted demand in past. Also is requirement for daily stock and
inventory taking so as to attain and have available supplies for next day operation
most especially forecasted orders. A more refined and broad stock supervision and
control means to support store predicting of demand and management of stock is
highly suggested.

9. CONCLUSION AND RECOMMENDATIONS

Rendering the study of Domino processes and universal operational model,
the conclusion points to establishment in a state of flux.
In the past, it has exhibited innovative capacity in face of opposition,
however more push-based than pull. Also, it has shown innovative ability but
then again more as catch-up and not as instinctive led. The alteration of
recipe in U.S marketplace in the year 2009 was a wonderful case in an
establishment retorting to transformation; link - Dominos due to the reason
25

of its loss in market share to rivals. Also, was regular undesirable criticism
from US customers on poor quality of pizzas produced.
The establishment however requires driving changes that are more customer
led instead of using one effective operating ideal in an unaffected manner, it
necessities adjustment instead of embracing one complete revamp.
Furthermore is perceived that establishment is weakening its core proposals
like supply/takeaway, on-time, prompt purchases, smallest quantity of
produces base which allows rapid supply of produce.
By way of responding to probable fears of rivals, the establishment expanded
product base like in the case of producing the Dominos Sub sandwich which
is a form of drift from fundamental its value intention. This seeks to create
some kind of setbacks such as snags in supply network, increased delivery
and also in relation to service periods.
However, if establishment seeks to focus on this additional expansion and
expansion and flexibility and likewise well managed, can be embraced and
incorporated its trade offer.
A big warning for the establishment having its nature as more of a service
entity but that has implemented a produce manufacturing methodology.
The establishments fundamental concentration areas have constantly been
the timely delivery of produce. Over time, the establishment has drifted from
this aspect and having market place more consumers centric, it is imperative
for the establishment to embrace and restructure in terms of hiring as well as
training performs and in addition deliver world-class consumer service
alongside its existing best produce presently offering.

10. REFERENCES
Auramo, J., Kauremaa, J. and Tanskanen, K. (n.d.). Benefits of IT in supply
chain management an explorative study of progressive companies.
26

Awe, O. (2016). PROJECT PROPOSAL - CASE STUDY OF DOMINOS PIZZA. 1st ed.
[ebook]
pp.1-20.
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at:
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Domino's
Corporate
Profile,
(2012),
Available
at:
http://www.dominos.com.au/corporate/vision-mission. viewed 20 April 2016.
Dominos,
(2013),
The
Dominos
Franchise
story,
available
at:
http://www.dominos.uk.com/franchising/. Last accessed 19 April, 2016..
Esmaeili, H., Babaei, M. and Seighalani, F.Z., (2011). The Impact of
Information Technology on Supply Chain Performance. International journal
of Contemporary Research in Business Available at: http://www.journalarchieves13.webs.com/489-496.pdf, viewed 20 April 2016.
Gilaninia, S., Mousavian, S.J., Boeini, S.G.G., Najafpour, A., Najibzadeh, M.,
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