Operations strategy / by Nigel Slack, Michael Lewis.

By: Slack, NigelContributor(s): Lewis, Michael, 1969-Publication details: U.P. : Pearson, c2012Edition: 2nd edDescription: xxiv, 470 p. : ill. ; 26 cmISBN: 97881317252726 (pbk)Subject(s): Production management | Strategic planningDDC classification: 658.5 Online resources: Table of contents
Contents:
Machine generated contents note: ch. 1 Operations strategy -- developing resources for strategic impact -- Introduction -- Key questions -- Why is operations excellence fundamental to strategic success? -- What is strategy? -- What is operations strategy? -- What is the content of operations strategy? -- operations strategy matrix -- What is the process of operations strategy? -- Summary answers to key questions -- Further reading -- Appendix: the resource-based view of the firm -- Notes on the chapter -- ch. 2 Operations performance -- Introduction -- Key questions -- Operations performance can make or break any organisation -- five generic performance objectives -- relative importance of performance objectives changes over time -- Trade-offs -- are they inevitable? -- Targeting and operations focus -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 3 Substitutes for strategy^^^ Introduction -- `New' approaches to operations -- Key questions -- Total quality management -- Lean operations -- Business process reengineering -- Six stigma -- Some common threads -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 4 Capacity strategy -- Introduction -- What is capacity strategy? -- Key questions -- overall level of operations strategy -- number and size of sites -- Capacity change -- Location of capacity -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 5 Purchasing and supply strategy -- Introduction -- Key questions -- What is purchasing and supply strategy? -- Do or buy? The vertical integration decision -- Contracting and relationships -- Which type of arrangement? -- Supply network dynamics -- Managing suppliers over time -- Purchasing and supply chain risk -- Summary answers to key questions -- Further reading^^^ Notes on the chapter -- ch. 6 Process technology strategy -- Introduction -- Key questions -- What is process technology strategy? -- Scale/scalability -- the capacity of each unit of technology -- Degree of automation/`analytical content' -- what can each unit of technology do? -- Degree of coupling/connectivity -- how much is joined together? -- product-process matrix -- challenges of information technology -- Evaluating process technology -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 7 Improvement strategy -- Introduction -- Key questions -- Development and improvement -- Setting the direction -- Importance-performance mapping -- Developing operations capabilities -- Deploying capabilities in the market -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 8 Product and service development and organisation -- Introduction^^^ Further reading^^^ strategic importance of product and service development -- Key questions -- Product and service development as a process -- market requirements perspective on product and service development -- operations resources perspective on product and service development -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 9 process of operations strategy -- formulation and implementation -- Introduction -- Key questions -- Formulating operations strategy -- What is the role of alignment? -- Analysis for formulation -- challenges to operations strategy formulation -- How do we know when the formulation process is complete? -- Implementing operations strategy -- Summary answers to key questions -- Further reading -- Notes on the chapter -- ch. 10 process of operations strategy -- monitoring and control -- Introduction -- Key questions -- Strategic monitoring and control^^^roduction^^^ Further reading^^^ Monitoring implementation -- tracking performance -- dynamics of monitoring and control -- Implementation risk -- Learning, appropriation and path dependency -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Case studies -- McDonald's Corporation -- Delta Synthetic Fibres (DSF) -- Greenville Operation -- Turnround at the Preston plant -- Disneyland Resort Paris -- Contact Utilities -- IDEO: Service Design -- Ocado versus Tesco.com.
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Holdings
Item type Current library Call number Copy number Status Date due Barcode Item holds
Books Books Namal Library
Management
658.5 SLA-O 2012 11374 (Browse shelf (Opens below)) 1 Available 0011374
Total holds: 0

Originally published: New York : Financial Times Prentice Hall, 2002.

Includes bibliographical references and index.

Machine generated contents note: ch. 1 Operations strategy --
developing resources for strategic impact --
Introduction --
Key questions --
Why is operations excellence fundamental to strategic success? --
What is strategy? --
What is operations strategy? --
What is the content of operations strategy? --
operations strategy matrix --
What is the process of operations strategy? --
Summary answers to key questions --
Further reading --
Appendix: the resource-based view of the firm --
Notes on the chapter --
ch. 2 Operations performance --
Introduction --
Key questions --
Operations performance can make or break any organisation --
five generic performance objectives --
relative importance of performance objectives changes over time --
Trade-offs --
are they inevitable? --
Targeting and operations focus --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 3 Substitutes for strategy^^^ Introduction --
`New' approaches to operations --
Key questions --
Total quality management --
Lean operations --
Business process reengineering --
Six stigma --
Some common threads --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 4 Capacity strategy --
Introduction --
What is capacity strategy? --
Key questions --
overall level of operations strategy --
number and size of sites --
Capacity change --
Location of capacity --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 5 Purchasing and supply strategy --
Introduction --
Key questions --
What is purchasing and supply strategy? --
Do or buy? The vertical integration decision --
Contracting and relationships --
Which type of arrangement? --
Supply network dynamics --
Managing suppliers over time --
Purchasing and supply chain risk --
Summary answers to key questions --
Further reading^^^ Notes on the chapter --
ch. 6 Process technology strategy --
Introduction --
Key questions --
What is process technology strategy? --
Scale/scalability --
the capacity of each unit of technology --
Degree of automation/`analytical content' --
what can each unit of technology do? --
Degree of coupling/connectivity --
how much is joined together? --
product-process matrix --
challenges of information technology --
Evaluating process technology --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 7 Improvement strategy --
Introduction --
Key questions --
Development and improvement --
Setting the direction --
Importance-performance mapping --
Developing operations capabilities --
Deploying capabilities in the market --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 8 Product and service development and organisation --
Introduction^^^ Further reading^^^ strategic importance of product and service development --
Key questions --
Product and service development as a process --
market requirements perspective on product and service development --
operations resources perspective on product and service development --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 9 process of operations strategy --
formulation and implementation --
Introduction --
Key questions --
Formulating operations strategy --
What is the role of alignment? --
Analysis for formulation --
challenges to operations strategy formulation --
How do we know when the formulation process is complete? --
Implementing operations strategy --
Summary answers to key questions --
Further reading --
Notes on the chapter --
ch. 10 process of operations strategy --
monitoring and control --
Introduction --
Key questions --
Strategic monitoring and control^^^roduction^^^ Further reading^^^ Monitoring implementation --
tracking performance --
dynamics of monitoring and control --
Implementation risk --
Learning, appropriation and path dependency --
Summary answers to key questions --
Further reading --
Notes on the chapter --
Case studies --
McDonald's Corporation --
Delta Synthetic Fibres (DSF) --
Greenville Operation --
Turnround at the Preston plant --
Disneyland Resort Paris --
Contact Utilities --
IDEO: Service Design --
Ocado versus Tesco.com.

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