Provide and explain an example that supports this statement: “Service operations strategy

is the final strategic frontier.”

Your response should be at least 75 words in length.

Jacobs and Chase (2011) defined service as the intangible process that cannot be weighed or
measured. The same offered that a service innovation cannot be patented. Service demands a
certain level of interaction with a customer. Service operations strategy is the final strategic
frontier. There are many examples to support this statement. One example that comes to mind is
the agriculture and farming industry. At one point in time, over 90 percent of the labor force
worked on farms compared to today’s 3 percent. Communications, technological advancements,
urbanization, and lower costs can all be credited for creating such a shift.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin
QUESTION 1
2.Discuss how supply chain management is an important focus as companies strive to
be as efficient as possible. Provide some examples

Operations and supply chain management is defined as the designs, operation, and improvement
of the systems that create and deliver the firm’s primary products and services. (Jacobs and
Chase 2011). OSCM is vital to an organization with specific responsibilities. A company’s
success can be linked to the success of the OSCM team. To manage efficiency, an
organization’s OSCM focuses on the entire business as long as goods are being produced and
service is delivered. The overall OSCM process is complex but when managed properly results
in the success of the organization. More specifically, supply chain refers to moving the
aforementioned goods and services from manufacturing and servicing to and from the
organization.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin
QUESTION 4
Question 3

Describe how OSCM provides a systematic means of observing

organizational processes.

The goal of OSCM is to have the right product at the right place at the right time. (Jacobs and
Chase 2011).Additionally, OSCM manages the firm’s primary products and services. The same
provides a systematic means of observing organizational processes which can be broken down
into various functions: planning, sourcing, making, delivering, and returning.
Observation of these functions takes many playmakers and coordination. In the planning process,
the OSCM team develops metrics to measure efficiency. The selection of suppliers is managed in
the sourcing process and as the term suggests the making process is where the products are
produced or services provided. Delivering and returning goods and services make up the process.
The coordinating of these activities is essential to providing quality products and services.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin
OSCM focuses on the conversion processes of the firm. How does OSCM add value to
the customer? Provide some examples.

Your response should be at least 75 words in length.

It is true that OSCM focuses on the conversion process of the firm. On the other hand, OSCM
must also add value to the customers and the customer’s experience. Value is defined in the text
as quality divided by price. (Jacobs and Chase 2011) Often times, customers are seeking
efficiency and effectiveness; both at the lowest possible expense. One example of adding value
to the customer is open registers at the grocery store during peak hours. This not only extends to
service but to goods as well since the customer will purchase more products if the service is
good. Another example is selling a customer a better house without changing the price.
Likewise, if a customer is sold a better house at a lower price then value has increased
significantly. Smart and assertive management can reach elevated levels of value.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin
QUESTION 6
Briefly discuss the process for developing corporate strategy.
Your response should be at least 200 words in length.

Developing a corporate strategy is as essential as making a product or delivering a service.

Jacobs and Chase (2011) explained that OSCM strategy “is concerned with setting broad policies
and plans for using resources of a firm and must be integrated with corporate strategy.” The
corporate strategy and the OSCM strategy must align. For example if the corporate strategy
includes environmental awareness, social responsibility, and growing revenue, the OSCM
strategy must have the same goals. Since technology and times are ever changing, the corporate
strategy should be developed to foresee potential needs. Unknown to some, the strategy planning
activities are repeated over and over by corporate executives just as the products are continually
made.
The major steps in developing a corporate strategy are defining the vision, mission, and
objectives, conducting the strategic analysis, and defining strategic initiatives. This process can
be refined as often as four times per year and is the core development of the overall strategy.
Some key targets are customer preferences, introduction and impact of new technology, changes
in customer demographics, and the expectation of new competition. The next phase of
developing a strategy is the translating of the strategy and is completed quarterly. This involves
defining and revising initiatives, budgets, and targets. The final step is planning operations and
supply which is done monthly. Sales development, resource planning, and evaluating budgets
completes this process.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin
Discuss how operations and supply chain management has evolved as a field.

Your response should be at least 200 words in length.

Operations and supply chain management has evolved over the years as a field. “Changes in
OSCM have been truly revolutionary, and the pace of progress shows no signs of moderating.”
(Jacobs and Chase 2011) operations and supply chain management enhances the global economy
as the word has become more interconnected and interdependent. Over the years, how we
manufacture goods and deliver services has changed considerably. Technological innovations
have made both of these tasks more manageable. Along the same hands, new applications of old
ideas, updated and powerful software, and regular muscle in general have all contributed to the
growth and evolution of OSCM. The most successful firms have a clear picture of what they
need to do and how they need to raise revenue. Firms like these are receptive to change and
developing strategy to be compatible with the dynamics of OSCM. Additionally, OSCM had
evolved as a field to match the designing and operating processes with a firm’s customers’
expectations. The fashion industry is one where OSCM has evolved in a big way. This type of
firm does not need extra inventory and customers often want the most innovative or newest
fashions. OSCM is effective in its ability to quickly match supply and demand. Today, firms are
able to send goods by air cargo to make quick returns like the one described. Overall, as a field
OSCM has changed and changed the way firms do business.
Jacobs, R.F & Chase, R.B. (2011). Operations and Supply Chain Management. Americas, New
York, NY: McGraw-Hill Irwin