Chapter 02 Operations strategy

Figure 2.1 Operations strategy is the pattern of decisions and actions that shapes the long-term vision, objectives and capabilities of the operation and its contribution to overall strategy

Figure 2.2 Hayes and Wheelwright’s Four-Stage Model of operations contribution sees operations as moving from implementation of strategy, through to supporting strategy, and finally driving strategy

Figure 2.3 The operations strategy matrix defines operations strategy by the intersections of performance objectives and operations decisions

Figure 2.4 An operations strategy matrix for a parcel delivery courier

Figure 2.5 The concepts of ‘the business model’ and the ‘operating model’ overlap – with the business model indicating how processes, resources, technology, people, measures and responsibilities are to be organised to support the business model

Figure 2.6 Top-down and bottom-up perspectives of operations strategy for the metrology company

Figure 2. 7 Order-winners and qualifiers Figure 2.7 Order-winners and qualifiers. Order-winners gain more business the better you are. Qualifiers are the ‘givens’ of doing business

Figure 2.8 The effects of the product/service life cycle on the operation and its process performance objectives

Figure 2.9 Operations strategy must attempt to achieve ‘fit’ between market requirements and operations resource capabilities

Figure 2.10 If the performance of a group of operations is compared, some will lie on the efficient frontier

Figure 2.11 Operations ‘focus’ and the ‘operation-within-an-operation’ concept illustrated using the efficient frontier model