SVKM’s

NARSEE MONJEE INSTITUTE OF MANAGEMENT STUDIES

MASTER OF BUSINESS ADMINISTRATION

Program: MBA Trimester: IV

Course: Operations Strategy Code:
Teaching Scheme Evaluation Scheme
Classroom Practical/ Tutorials Credit Continuous Term End
Session Group work Evaluation Examination
(TEE)
20 3 60% 40%
Course Rationale:
Operations strategy is important to any type of enterprise and just as important, to any type of manager. It can ha
a huge impact on the success of any type of enterprise, and the contribution of any function within the enterprise
not just in the short term, but on an enduring basis. Most of the successful companies have developed th
strategic operations capabilities to the point where they represent a formidable asset. These firms have found th
it is the way they manage their operations, and their resources in general, which sets them apart from, and abov
their competitors. Thus the course becomes pivotal for students graduating in this specialized domain.

Course Objectives:
1. Critique the role of operations strategy within an organization and its contribution to wider organization
strategies, goals and objectives.
2. Analyze, evaluate and recommend changes in the operations strategy of an organization.
3. Integrate knowledge gained in other courses and to deliver additional information in the area of manufacturi
and service operations, particularly with regard to the job of the general manager and the operating function.
4. Demonstrate a managerial point of view i.e. a capacity for analyzing operating problems on a function
business, and company-wide basis.

Learning Outcomes:

1. Analyze the role of operations strategy and management within the organization and their contribution
wider organizational strategies, goals and objectives.
2. Analyze how organizations can develop and deploy distinct operational strategies.
3. Evaluate operations strategy and management and its links with other disciplines of management.

Prerequisite(s):
 Knowledge of Operations Management, Supply Chain Management & Strategic Management.

Pedagogy:
The study plan covering readings, classroom sessions, group work sessions and assignments corresponding to ea
session are outlined below:
It is mandatory to go through the ‘Pre-Session Readings’ and prepare for case study discussions. Quiz or surprise
tests would be conducted on the same. For post contact reading, please refer to the handouts listed under
‘Additional Readings’.

Textbook:
 Operations Strategy, 5e, Nigel Slack & Mike Lewis, Pearson, 2017

Reference Books:
 Operations Strategy, C. David J. Waters and Donald Waters, Cengage, 2006.
 Operations Strategy in Action, Kim Hua Tan and Rupert L. Mathews, Edward Elgar, 2009.
  Operations Strategy, Ted James, Ventus, 2011

Journals:
 International Journal of Operations and Production Management; ISSN 0144-3577, Emerald Insight
 Journal of Operations Management; ISSN 0272-6963, Elsevier

Links to websites:

 https://www.strategyand.pwc.com/operations-strategy
 https://ocw.mit.edu/courses
 https://www.coursera.org/learn/operations-strategy

Evaluation Scheme:
 Term-End Exam 40 %
 Case Studies & Write-ups 20 %
 Assignments 20 %
 Quiz 20 %
Total 100 %

Session Plan:
Session Topic (including subtopics) Learning Outcomes Pedagogical Tool1 Textbook Chapters &
Readings
Operations Strategy- Key aspects of Class Discussion Textbook:
developing resources for organizational strategic Chapter 1
strategic impact success on account of
 Operations excellence operational excellence
for strategic success through operations
 Strategy & Operations strategy, its matrix and
Strategy processes.
Operations Strategy- Key aspects of Class Discussion Textbook:
developing resources for organizational strategic Case: Chapter 1
strategic impact success on account of MacDonald’s
 Content of Operations operational excellence Corporation
Strategy through operations Textbook
 Operations Strategy strategy, its matrix and pg.353
Matrix processes.

Operations Performance Learning on performance Class Discussion Textbook:

 Generic performance parameters and objectives Chapter 2
objectives for operational strategic
 Relative Importance of successes
performance
objectives
Operations Performance Learning on performance Class Discussion Textbook:
 Tradeoffs parameters and objectives Case: Chapter 2
 Targeting & for operational strategic Manzana Insurance:
operations focus successes Fruitvale Branch
(Abridged)
#692015-PDF-ENG
Published 1991
Revised 1997
HBS
Substitutes for Strategy Fundamental aspects of Class Discussion Textbook:
1
 New approaches to contemporary Chapter 3
operations philosophies in
 Total Quality operations for strategic
Management success.
 Lean Operations
Substitutes for Strategy Fundamental aspects of Class discussion Chapter 3
 Business Process contemporary Case:
Reengineering philosophies in Process Management
 Six Sigma operations for strategic & Future of Six
 Some common threads success. Sigma
#SMR073-PDF-ENG
Published 2002
HBS
Capacity Strategy Key aspects of capacity Class Discussion Textbook:
 Key questions in strategy of an operation Chapter 4
capacity strategy in terms of its overall
 Overall Level in scale, the number and
operations capacity size of different sites
between which its
capacity is distributed,
the specific activities
allocated to each site and
the location of each site.
Capacity Strategy Key aspects of capacity Class Discussion Textbook:
 Number and size of strategy of an operation Case: Chapter 4
sites in terms of its overall Delta synthetic fibers
 Capacity change scale, the number and Textbook, pp. 355
 Location of capacity size of different sites
between which its
capacity is distributed,
the specific activities
allocated to each site and
the location of each site.
Purchasing & Supply Key aspects of purchase Class Discussion Textbook:
Strategy and supply strategy in Chapter 5
 Concept of Purchasing terms of in-house or
& supply strategy outsourcing decisions,
 The vertical measures, creating
integration decision network dynamics,
(do or buy) managing vendors and
 Contracting & risks.
relationship
Purchasing & Supply Key aspects of purchase Class discussion Textbook:
Strategy and supply strategy in Chapter 5
 Supply network terms of in-house or
dynamics outsourcing decisions,
 Managing suppliers measures, creating
over time network dynamics,
 Purchasing & supply managing vendors and
chain risks risks.

Process Technology Key aspects on Class discussion Textbook:

Strategy characterizing process Chapter: 6
 Concept of Process technology, market
Technology volume and variety
 Scales/scalability influence, and evaluation
 Degree of of process technology
Automation/analytical
 content
 Degree of
coupling/connectivity
Process Technology Key aspects on Class discussion Textbook:
Strategy characterizing process Case: Chapter:6
 The product – process technology, market Eli Lilly and Co.:
matrix volume and variety Manufacturing
 Challenges of influence, and evaluation Process Technology
Information of process technology Strategy—1991
Technology #692056-PDF-ENG
 Evaluating Process Published 1991
Technology Revised 1998
HBS
Improvement Strategy Key aspects of managing Class discussion Textbook:
 Development & breakthrough Chapter:7
Improvement improvement and
 Setting the direction continuous improvement,
 Importance- ongoing development
performance mapping activities as directed by
the market, development
& deployment of
capabilities.
Improvement Strategy Key aspects of managing Class discussion Textbook:
 Developing operations breakthrough Case: Chapter :7
capability improvement and Pal's Sudden Service-
 Developing continuous improvement, Scaling an
capabilities in the ongoing development Organizational Model
market activities as directed by to Drive Growth,
the market, development #916052-PDF-ENG,
& deployment of Published May 2016,
capabilities Revised Mar 2017
HBS
Product & Service Key aspects of product & Class Discussion Textbook:
Development and service development by Chapter :8
Organization companies, process and
 Strategic importance effectiveness of product
of product & service & service development,
development resource based decisions
 Product & service for product & service
development as development
process
Product & Service Key aspects of product & Class discussion Textbook:
Development and service development by Case: Chapter :8
Organization companies, process and IDEO Product
 Market requirement effectiveness of product Development,
perspectives on & service development, #600143-PDF-ENG,
product & service resource based decisions Published Jun 2000,
development for product & service Revised Oct 2017
 Operations resource development HBS
perspective on product
& service
development
Process of Operations Key aspects of Class Discussion Textbook:
Strategy Formulation & formulation of operations Chapter :9
Implementation strategy including role of
 Formulating alignment and analysis of
operations strategy formulation
 Role of Alignment
 Analysis of
formulation

Process of Operations Key aspects of Class discussion Textbook:

Strategy Formulation & implementation of Case: Chapter :9
Implementation operations strategy Netflix
 Challenges to strategy #607138-PDF-ENG
formulation Published 2007
 Implementation of Revised 2009
Operations Strategy HBS
Process of Operations Key aspects of Class discussion Textbook:
Strategy- Monitoring & operational and strategic Chapter:10
Control monitoring & control
 Strategic Monitoring focusing on dynamics of
& control the same and attempting
 Monitoring to control risk.
implementation-
tracking performance
 Dynamics of
monitoring &control
Process of Operations Key aspects of Class discussion Textbook:
Strategy- Monitoring & operational and strategic Case: Chapter : 10
Control monitoring & control Turnaround in
 Implementation risk focusing on dynamics of Preston plant,
 Learning the same and attempting Textbook, pg. 371
appropriation & path to control risk.
dependency