1. Copyright 2006 John Wiley & Sons, Inc. Beni Asllani University of Tennessee at Chattanooga Introduction to Operations and Supply Chain Management – Part 2 Operations Management - 6 th Edition Chapter 1 Roberta Russell & Bernard W. Taylor, III

2. Copyright 2006 John Wiley & Sons, Inc.1b-2 Lecture Outline  Strategy Formulation  Competitive Priorities  Operations’ Role in Corporate Strategy  Strategy and the Internet  Strategy Deployment

3. Copyright 2006 John Wiley & Sons, Inc.1b-3 Four Steps for Strategy Formulation  Defining a primary task What is the firm in the business of doing? What is the firm in the business of doing? Needs to be as broad as possible to correspond to the business’ mission statement Needs to be as broad as possible to correspond to the business’ mission statement  Assessing core competencies What does the firm do better than anyone else? What does the firm do better than anyone else?  Determining order winners and order qualifiers What wins the order? What wins the order? What qualifies an item to be considered for purchase? What qualifies an item to be considered for purchase?  Positioning the firm How will the firm compete? How will the firm compete?

4. Copyright 2006 John Wiley & Sons, Inc.1b-4 Mission Statement – Intel Example  Our mission Delight our customers, employees, and shareholders by relentlessly delivering the platform and technology advancements that become essential to the way we work and live.  Our values Customer orientation Results orientation Risk taking Great place to work Quality Discipline  Our objectives Extend our silicon technology and manufacturing leadership Deliver unrivaled microprocessors and platforms Grow profitability worldwide Excel in customer orientation

5. Copyright 2006 John Wiley & Sons, Inc.1b-5 Competitive Priorities  Cost  Quality  Flexibility  Speed

6. Copyright 2006 John Wiley & Sons, Inc.1b-6 Competitive Priorities: Cost  Lincoln Electric reduced costs by $10 million a year for 10 years reduced costs by $10 million a year for 10 years skilled machine operators save the company millions that would have been spent on automated equipment skilled machine operators save the company millions that would have been spent on automated equipment  Southwest Airlines one type of airplane facilitates crew changes, record- keeping, maintenance, and inventory costs one type of airplane facilitates crew changes, record- keeping, maintenance, and inventory costs direct flights mean no baggage transfers direct flights mean no baggage transfers $30 million annual savings in travel agent commissions by requiring customers to contact the airline directly $30 million annual savings in travel agent commissions by requiring customers to contact the airline directly

7. Copyright 2006 John Wiley & Sons, Inc.1b-7 Competitive Priorities: Quality  Ritz-Carlton - one customer at a time Every employee is empowered to satisfy a guest’s wish Every employee is empowered to satisfy a guest’s wish Teams at all levels set objectives and devise quality action plans Teams at all levels set objectives and devise quality action plans Each hotel has a quality leader Each hotel has a quality leader Quality reports tracks Quality reports tracks guest room preventive maintenance cycles guest room preventive maintenance cycles percentage of check-ins with no waiting percentage of check-ins with no waiting time spent to achieve industry-best clean room appearance time spent to achieve industry-best clean room appearance Guest Preference Reports are recorded in a database Guest Preference Reports are recorded in a database

8. Copyright 2006 John Wiley & Sons, Inc.1b-8 Competitive Priorities: Flexibility  Andersen Windows number of products offered grew from 28,000 to 86,000 number of products offered grew from 28,000 to 86,000 number of errors are down to 1 per 200 truckloads number of errors are down to 1 per 200 truckloads  Custom Foot Shoe Store: customer’s feet are scanned electronically to capture measurements customer’s feet are scanned electronically to capture measurements custom shoes are mailed to the customer’s home in weeks custom shoes are mailed to the customer’s home in weeks prices are comparable to off-the-shelf shoes prices are comparable to off-the-shelf shoes  National Bicycle Industrial Company offers 11,231,862 variations offers 11,231,862 variations delivers within two weeks at costs only 10% above standard models delivers within two weeks at costs only 10% above standard models

9. Copyright 2006 John Wiley & Sons, Inc.1b-9 Competitive Priorities: Speed  Citicorp advertises a 15-minute mortgage approval advertises a 15-minute mortgage approval  L.L. Bean ships orders the day they are received ships orders the day they are received  Wal-Mart replenishes its stock twice a week replenishes its stock twice a week  Hewlett-Packard produces electronic testing equipment in five days produces electronic testing equipment in five days  General Electric reduces time to manufacture circuit-breaker boxes into three days and dishwashers into 18 hours reduces time to manufacture circuit-breaker boxes into three days and dishwashers into 18 hours  Dell ships custom-built computers in two days ships custom-built computers in two days  Motorola needs less than 30 minutes to build to order pagers needs less than 30 minutes to build to order pagers

10. Copyright 2006 John Wiley & Sons, Inc.1b-10 Operations’ Role in Corporate Strategy  Operations provides support for a differentiated strategy  Operations serves as a firm’s distinctive competence in executing similar strategies better than competitors

11. Copyright 2006 John Wiley & Sons, Inc.1b-11 Operations Strategy at Wal-Mart

12. Copyright 2006 John Wiley & Sons, Inc.1b-12 Strategy and the Internet  Internet can be used to create a distinctive business strategy eBay eBay  unlimited capacity and a huge market  all work is done by buyers and sellers and there is no marginal cost Cisco Cisco  integrated value chain is its competitive advantage

13. Copyright 2006 John Wiley & Sons, Inc.1b-13 Strategy and the Internet (cont.)  Lessons from the dot com shakedown Internet is the great equalizer Internet is the great equalizer allows innovations to be copied with little investment allows innovations to be copied with little investment companies may reach larger market companies may reach larger market customers have more information and can compare prices and features of their products. customers have more information and can compare prices and features of their products. These benefits are temporary unless… These benefits are temporary unless… Companies need to provide unique value to customer Companies need to provide unique value to customer Porter (2001): The Internet does not eliminates the need of a strategy; to the contrary, it makes it even more important Porter (2001): The Internet does not eliminates the need of a strategy; to the contrary, it makes it even more important

14. Copyright 2006 John Wiley & Sons, Inc.1b-14 Strategic Planning Mission and Vision Mission and Vision Corporate Strategy Corporate Strategy Operations Strategy Operations Strategy Marketing Strategy Marketing Strategy Financial Strategy Financial Strategy Voice of the Business Voice of the Business Voice of the Customer Voice of the Customer

15. Copyright 2006 John Wiley & Sons, Inc.1b-15 Policy Deployment Translating corporate strategy into measurable objectives

16. Copyright 2006 John Wiley & Sons, Inc.1b-16 Key Performance Indicators Source: Robert Kaplan and David Norton, Strategy Maps: Converting Intangible Assets into Tangible Outcomes (Boston: Harvard Business School Press, 2004), Figure 3-2, p. 67

17. Copyright 2006 John Wiley & Sons, Inc.1b-17 Balanced Scorecard Radar Chart Dashboard