Operation Management Strategy Chapter 3 Slack et al

What is strategy? Strategic decisions – means those decisions which … Are widespread in their effect on the organization to which the strategy refers Define the position of the organization relative to its environment Move the organization closer to its long-term goals.

‘Operations’ is not the same as ‘operational’ ‘Operations’ are the resources that create products and services ‘Operational’ is the opposite of strategic, meaning day-to-day and detailed So, one can examine both the operational and the strategic aspects of operations

The strategy hierarchy Key strategic decisions Influences on decision making Corporate strategy What business to be in? What to acquire? What to divest? How to allocate cash? Economic environment Social environment Political environment Company values and ethics Business strategy What is the mission? What are the strategic objectives of the firm? How to compete? Customer/market dynamics Competitor activity Core technology dynamics Financial constraints Functional strategy How to contribute to the strategic objectives? How to manage the function’s resources? Skills of function’s staff Current technology Recent performance of the function

Operations strategy is … ‘… Operations strategy is the total pattern of decisions and actions which set the role, objectives and activities of the operation so that they contribute to and support the organisation’s business strategy …’

Purposes of Operations Strategy To contribute directly to the strategic objectives of the next level up in the hierarchy; To help other parts of the business make their own contribution to strategy

Operations strategy is different from operations management Example: capacity decisions Operations management Operations strategy Short-term capacity decisions 1–12 months Demand Long-term capacity decisions 1–-10 years Demand Time scale

Operations strategy is different from operations management Level of analysis Micro level of the process Macro level of the total operation

Operations strategy is different from operations management Level of aggregation Detailed For example “Can we give tax services to the small business market in Antwerp?” Aggregated For example “What is our overall business advice capability compared with other capabilities?”

Operations strategy is different from operations management Level of abstraction Concrete For example “How do we improve our purchasing procedures?” Philosophical For example “Should we develop strategic alliances with suppliers?”

The four perspectives on operations strategy Top-down perspective What the business wants operations to do Operations resources perspective What operations resources can do Market requirement perspective What the market position requires operations to do Operations strategy What day-to-day experience suggests operations should do Bottom-up perspective 1

Top-down and bottom-up perspectives of strategy Corporate strategy Business strategy Operations strategy Emergent sense of what the strategy should be Operational experience

Operations Strategy Decisions Capabilities Resources Tangible Equipment Staff Intangible Reputation Relationships (internal and external) Experience Operations Strategy Decisions Capabilities Application of leading- edge lighting and sound technology Articulation of client requirements Location Virtual reality technology Supplier development Equipment tracking system Organizational structure Staff meetings Processes Integration of equipment supply and client requirements Design process Supplier liaison process The operations resource perspective analysis of the lighting company

The market perspective on operations strategy Customer Needs Market Positioning Performance Objectives Competitors’ Actions Required performance Understanding markets The market perspective on operations strategy

Strategic reconciliation Market requirements and operations resources perspectives of operations strategy Strategic reconciliation OPERATIONS STRATEGY Operations resources Market requirements Operations strategy reconciles the requirements of the market with the capabilities of operations resources

What you HAVE What you DO What you WANT What you NEED Operations resources Market requirements Strategic reconciliation What you HAVE in terms of operations capabilities What you DO to maintain your capabilities and satisfy markets What you WANT from your operations to help you ‘compete’ What you NEED to ‘compete’ in the market

Operations strategy is the strategic reconciliation of market requirements with operations resources Understanding Resources and Processes Market Requirements Understanding Markets Market Positioning Market Segmentation Competitor Activity Operations Processes Operations Resources Operations Competences Strategic Decisions Operations Strategy Decisions Required Performance Performance Objectives Quality Speed Dependability Flexibility Cost Capacity Supply networks Process technology Development and organization

The Content of Operations Strategy

Relative Importance of each performance objective The Influence of the organisation’s customers The influence of the organisation’s competitors The stage of organisation’s products and services in their life cycle

Customer influence on performance objectives

Performance objectives Different competitive factors imply different performance objectives Competitive factors If the customers value these ... Performance objectives Then, the operations will need to excel at these ... Low price Cost High quality Quality Fast delivery Speed Reliable delivery Dependability Innovative products and services Flexibility (products and services) Wide range of products and services Flexibility (mix) Ability to change the timing or quantity of products and services Flexibility (volume and/or delivery) 3

Order Winning and Qualifying Objectives

Order-winning, qualifying and less important competitive factors Order-winning factors Competitive benefit +ve Neutral –ve Performance

Show a steady and significant increase in their contribution to competitiveness as the operation gets better at providing them

Order-winning, qualifying and less important competitive factors Qualifying factors Competitive benefit +ve Neutral –ve Qualifying level Performance

Only start to make a contribution to competitiveness when the operation manages to raise its performance to a qualifying level.

Order-winning, qualifying and less important competitive factors Less important factors Competitive benefit +ve Neutral –ve Performance

Little important impact on the customers no matter how well the operation performs them

Different customer needs imply different objectives

Stages of PLC

The effects of the product/service life cycle on the organization Sales volume Introduction Growth Maturity Decline Volume Slow growth in sales Rapid growth in sales volume Sales slow down and level off Market needs largely met Customers Innovators Early adopters Bulk of market Laggards Competitors Few or none Increasing numbers Stable number Declining numbers Variety of product / service design Possible high customization or frequent design changes Increasingly standardized Emerging dominant types Possible move to commodity standardization 6

The effects of the product/service life cycle on the organization Sales volume Introduction Growth Maturity Decline Likely order winners Product/service characteristics, performance or novelty Availability of quality products/services Low price Dependable supply Likely qualifiers Quality Range Price Range Dependable supply Dominant operations performance objectives Flexibility Quality Speed Dependability Cost

Methods to Develop Operations Strategy

The Hill Methodology Based on the top driven and market driven perspectives Steps Step 1 – understanding the long-term corporate objectives Step 2 – how the marketing strategy has developed to achieve the corporate objectives Step 3 – translates marketing strategy into ‘competitive factors’ – order winning and qualifying

Step 4 – Process choice – define a set of structural characteristics of the operation which are consistent with each other and appropriate for the way the company wishes to compete Step 5 – Infrastructural features of the operation

The Platts Gregory procedure 3 stages. 1) market position, 2) operations capabilities, 3) reviewing operations strategies, after doing 1) and 2)

The challenge of operations strategy formulation An operations strategy should be: Appropriate ... Comprehensive ... Coherent ... Consistent over time ...

An implementation agenda is needed When to start? Where to start? How fast to proceed? How to coordinate the implementation programme?

The five P’s of operations strategy implementation Purpose – a shared understanding of the motivation, boundaries and context for developing the operations strategy Point of entry – the point in the organization where the process of implementation starts Process – how the operations strategy formulation process is made explicit Project management – the management of the implementation Participation – who is involved in the implementation

Trade-offs “Do you want it good, or do you want it Tuesday?” “No such thing as a free lunch.” “You can’t have an aircraft which flies at the speed of sound, carries 400 passengers and lands on an aircraft carrier. Operations are just the same.” (Skinner) “Trade-offs in operations are the way we are willing to sacrifice one performance objective to achieve excellence in another.”

Key Terms Test Strategic decisions Decisions that are widespread in their effect, define the position of the organization relative to its environment, and move the organization closer to its long-term goals. Top-down The influence of the corporate or business strategy on operations decisions. Bottom-up The influence of operational experience on operations decisions.

Key Terms Test Market requirements The performance objectives that reflect the market position of an operation’s products or services; also a perspective on operations strategy. Operations resource capabilities The inherent ability of operations processes and resources; also a perspective on operations strategy. Business strategy The strategic positioning of a business in relation to its customers, markets and competitors; a subset of corporate strategy.

Key Terms Test Functional strategy The overall direction and role of a function within the business; a subset of business strategy. Emergent strategy A strategy that is gradually shaped over time and based on experience rather than theoretical positioning. Competitive factors The factors such as delivery time, product or service specification, price, etc. that define customers’ requirements.

Key Terms Test Order-winning factors The arrangement of resources that are devoted to the production and delivery of products and services. Qualifying factors Aspects of competitiveness where the operation’s performance has to be above a particular level to be considered by the customer. Less important factors Competitive factors that are neither order-winning nor qualifying; performance in them does not significantly affect the competitive position of an operation.

Key Terms Test Product/service life cycle A generalized model of the behaviour of both customers and competitors during the life of a product or service; generally held to have four stages: introduction, growth, maturity and decline. Resource-based view (RBV) The perspective on strategy that stresses the importance of capabilities (sometimes known as core competences) in determining sustainable competitive advantage. Intangible resources The resources within an operation that are not immediately evident or tangible, such as relationships with suppliers and customers, process knowledge, new product and service development.