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    O & S C M: Recap: The Scope of Operations and Supply Chain Management (OSCM)

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    Anshul yadav
    The document discusses operations and supply chain management (OSCM). It covers 10 strategic OM decisions including design, quality, and supply chain management. Productivity and competitiveness are important factors for OSCM. Productivity is measured by comparing output to inputs like labor hours or material usage. Firms can pursue strategies like cost leadership through lean production, speed through build-to-order, quality by minimizing defects, and flexibility to adjust production. Positioning strategies include differentiation through uniqueness, cost leadership by being cheaper, and responsiveness.

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    O & S C M: Recap: The Scope of Operations and Supply Chain Management (OSCM)

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    Anshul yadav
    20 views5 pages
    The document discusses operations and supply chain management (OSCM). It covers 10 strategic OM decisions including design, quality, and supply chain management. Productivity and competitiveness are important factors for OSCM. Productivity is measured by comparing output to inputs like labor hours or material usage. Firms can pursue strategies like cost leadership through lean production, speed through build-to-order, quality by minimizing defects, and flexibility to adjust production. Positioning strategies include differentiation through uniqueness, cost leadership by being cheaper, and responsiveness.

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    OM 0 Lecture 2

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    The document discusses operations and supply chain management (OSCM). It covers 10 strategic OM decisions including design, quality, and supply chain management. Productivity and competitiveness are important factors for OSCM. Productivity is measured by comparing output to inputs like labor hours or material usage. Firms can pursue strategies like cost leadership through lean production, speed through build-to-order, quality by minimizing defects, and flexibility to adjust production. Positioning strategies include differentiation through uniqueness, cost leadership by being cheaper, and responsiveness.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    20 views5 pages

    O & S C M: Recap: The Scope of Operations and Supply Chain Management (OSCM)

    Uploaded by

    Anshul yadav
    The document discusses operations and supply chain management (OSCM). It covers 10 strategic OM decisions including design, quality, and supply chain management. Productivity and competitiveness are important factors for OSCM. Productivity is measured by comparing output to inputs like labor hours or material usage. Firms can pursue strategies like cost leadership through lean production, speed through build-to-order, quality by minimizing defects, and flexibility to adjust production. Positioning strategies include differentiation through uniqueness, cost leadership by being cheaper, and responsiveness.

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    © All Rights Reserved
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    of 5

    14/10/2021

    Recap: The Scope of Operations and Supply Chain


    Management (OSCM)

    OPERATIONS & SUPPLY CHAIN


    MANAGEMENT Stakeholders
    MBA TERM-II “n” tier ……. 1st tier
    (2021-22) suppliers suppliers Distributors Customers

    Operations
    SESSION 2 Management

    INTRODUCTION TO OPERATIONS Strategic Logistics


    MANAGEMENT Sourcing
    Supply Chain Management

    Dr. Devendra Kumar Pathak


    (Ph.D., IIT Delhi)
    Assistant Professor, 2
    Operations Management & Decision Sciences,
    Indian Institute of Management (IIM) Kashipur

    RECAP: TEN STRATEGIC OM DECISIONS PRODUCTIVITY AND COMPETITIVENESS

    Decision
     Competitiveness
    1. Design of goods and services  degree to which a nation can produce goods and
    2. Managing quality services that meet the test of international markets
    3. Process and capacity strategy
    4. Location strategy  Productivity
    5. Layout strategy  Measure of process improvement
    6. Human resources and job design  ratio of output to input

    7. Supply-chain management
     Output
    8. Inventory management
     sales made, products produced, customers served,
    9. Scheduling meals delivered, or calls answered
    10. Maintenance
     Input
    3 4
     labor hours, investment in equipment, material
    usage, or square footage

    1
    14/10/2021

    PRODUCTIVITY VS. EFFICIENCY MEASURES OF PRODUCTIVITY

     Partial productivity measures (Single Factor) compare


    output to a single input
     Multifactor productivity measures compare output to a
    group of inputs
     Total productivity measures compare output to all inputs

    2-6

    MEASURES OF PRODUCTIVITY: EXAMPLE MEASURES OF PRODUCTIVITY: EXAMPLE

    Compute the followings:


    1) Labor Productivity,
    2) Machine Productivity, 7 8
    3) Multifactor (Total) Productivity

    2
    14/10/2021

    PARTIAL MEASURES OF PRODUCTIVITY O PERATIONS S


    OPERATIONS STRATEGY
    TRATEGY

    Positioning the Firm


    Business Productivity Measure
     Cost
    Restaurant Customers (meals) per labor hour
     Speed
    Retail store Sales per square foot
     Quality
    Chicken farm Pounds of meat per pound of feed
     Flexibility
    Utility plant Kilowatt hours per ton of coal

    Paper mill Tons of paper per cord of wood

    9 10

    POSITIONING THE FIRM: COST POSITIONING THE FIRM: SPEED

     Waste elimination  Fast moves, Fast adaptations


     relentlessly pursuing the removal of all waste

     Examination of cost structure  Service organizations


     looking at the entire cost structure for reduction  always competed on speed (McDonald’s, LensCrafters, and
    potential Federal Express)

     Manufacturers
     Lean production  time-based competition: build-to-order production and efficient
     providing low costs through disciplined operations supply chains

     Fashion industry
     two-week design-to-rack lead time of Spanish retailer, Zara

    11 12

    3
    14/10/2021

    POSITIONING THE FIRM: QUALITY POSITIONING THE FIRM: FLEXIBILITY

     Minimizing defect rates or conforming to design


     Ability to adjust to changes in product mix,
    specifications
    production volume, or design

     Ritz-Carlton Hotels & Resorts-


     Mass customization
     Service system designed to satisfy customer
     mass production of customized parts
     Employees empowered to satisfy a guest’s wish
     Dell Computers
     Teams set objectives and devise quality action plans
     Each hotel has a quality leader

    13 14

    STRATEGIES FOR COMPETITIVE ADVANTAGE COMPETING ON DIFFERENTIATION

    1. Differentiation – better, or at least different Uniqueness can go beyond both the physical
    characteristics and service attributes to encompass
    2. Cost leadership – cheaper everything that impacts customer's perception of value
    3. Response – more responsive
    • Walt Disney Magic Kingdom – experience differentiation
    • Hard Rock Cafe – dining experience (with music)

    15 16

    4
    14/10/2021

    EXPERIENCE DIFFERENTIATION COMPETING ON COST

    Provide the maximum value as perceived by customer.


    Engaging a customer with a product through imaginative Does not imply low quality.
    use of the five senses, so the customer “experiences” the
    product • Southwest Airlines – secondary airports, no frills service,
    • Theme parks use sight, sound, smell, and participation efficient utilization of equipment
    • Walmart – Logistics costs
    • Movie theatres use sight, sound, moving seats,
    smells, and mists of rain • Rajesh Exporter: Gold and Diamond Jewellery
    Manufacturer (World’s largest gold refinery at Balerna,
    • Restaurants use music, live performance, smell, and Switzerland.)
    open kitchens
    17 • Akasa Airline 18

    COMPETING ON RESPONSE OM’S CONTRIBUTION TO STRATEGY

    Achieving Competitive Advantage Through Operations


    • Speed: Amazon – 24 hr. delivery

    • Flexibility is matching market changes in design


    innovation and volumes
    – A way of life at Hewlett-Packard

    • Reliability is meeting schedules


    – German machine industry, FedEx delivery

    • Quickness in design, production, and delivery


    – Johnson Electric, Pizza Hut
    19 20

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