Introduction to Management for small businesses.Full description
USM AKW103 sample testFull description
Full description
unit 1
Operations managementFull description
Operations Management
Full description
Operations ManagementFull description
Descripción: Training Course - Introduction to Business Process Management It is intended to be a good general and practical introduction to the subject. It covers the following topics: 1. Business Proces...
Descripción: Introduction to Supply Chain Management
International Operations Management
Agenda Describe the nature of international operations management Analyze the supply chain management and vertical integration decisions facing international production managers Analyze the meaning of productivity and discuss how international firms work to improve it Explain how firms control quality and discuss total quality management in international business Analyze nalyze how international firms control the information their managers need to make effective decisions
International Operations Management Operations Management
- the set of activities an organization uses to transform different kinds of inputs into final goods and services
International Operations Management
- the transformation-related activities of an international firm
The International Operations Management Process Strategic Context •Differentiation •Cost leadership •Focus Standardized vs. Customized Production
Acquisition of Resources •Supply Chain •Management •Make-or-buy decision
Competitive Strategy Process Planning Deciding the process that a company will use to create its product Low-cost leadership Large scale Efficiency Differentiation / Focus Skills Flexibility 15 - 7
Competitive Strategy Standardized or Adapted Low-cost leadership Standardized Automated Large batches
Competitive Strategy Facilities Layout Planning Deciding the spatial arrangement of production processes within facilities
Reflects
business strategy
Geography may be a factor
15 - 9
Acquisition of Resources Supply Chain Management Make of Buy Decisions
Supply Chain Management A set of processes and steps a firm uses to acquire the various resources it needs to create its products
Make or Buy Decisions
Basic Make or Buy Options
Make or Buy Decisions Influence Factors for Make-or-Buy Decision Raw materials / Intermediate components Size Scope of operations Technological expertise Nature of product Facility availability
Make or Buy Decisions Competitive Advantage versus Strategic Vulnerability in the Make-or-Buy Decisions e g a t n a v d A e v i t i t e p m o C r o f l a i t n e t o P
h g i H
Strategic Control Moderate Control Low Control
w o L
High
Degree of Strategic Vulnerability
Low
Make or Buy Decisions Necessary Trade-offs in Make-or-Buy Decision Cost Control considerations Risk Investment Flexibility
Make or Buy Decisions Decision to Make
Vertical integration Extent to which a firm either provides its own resources or obtains them from other sources Extend control over inputs (backward integration) or outputs (forward integration)
Reasons to make Lower cost Greater control
Make or Buy Decisions Decision to Buy
Outsourcing
Reasons to buy
Buying from another company a good or service that is not central to a company’s competitive advantage
Lower risk Greater flexibility Market power
Location Decisions
Facilities Location Planning Selecting a location for production facilities Resources, conditions
Country-related issues play key roles in location decisions for manufacturers
Factors affecting Location Decisions Product-Related Issues Value-to-weight ratio Technology Importance of customer feedback
Factors affecting Location Decisions Government Policies Stability of political process National trade policies Economic development incentives Existence of foreign trade zones (FTZ)
Factors affecting Location Decisions Organizational Issues Business strategy
Capacity Planning Assessing a company’s ability to produce enough output to satisfy market demand
Work shifts
Labor laws
Facility capacity
Subcontracting
Location Economies Economic benefits derived from locating production activities in optimal locations Key Fact: Each production activity generates more value in a particular location than could be generated elsewhere
Centralized vs. Decentralized Centralized production
International Logistics and Materials Management International logistics: management of
- flow of materials, parts, supplies, and other -
-
resource from suppliers to the firm flow of materials, parts, supplies, and other resources within and between units of the firm itself flow of finished products, services, goods from the firm to customers
Differences in Domestic and International Materials Management Distance involved in shipping Number of transport modes Complexity of regulatory context
International Service Operations International Service Business: firm that transforms resources into an intangible output that creates utility for its customers Characteristics:
-
Intangible Not storable Require customer participation Tied to the purchase of other products
International Service Operations This BP Connect store allows customers to buy BP petroleum products, coffees from South America, and to access the Internet from the pump
Materials and Assets Raw materials
Quality Quantity
Fixed assets
Existing Facility Greenfield
Other Production Issues Importance of cost containment
