Operations Strategy, 7th edition

Published by Pearson (October 20, 2023) © 2024

  • Nigel Slack Warwick Business School, Warwick University
  • Mike Lewis Bath University

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ISBN-13: 9781292459288
Operations Strategy
Published 2023

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ISBN-13: 9781292459271
Operations Strategy
Published 2023

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Preface

Authors' acknowledgements

Chapter 1 What is operations strategy?

  • Introduction
  • 1.1 Why is operations excellence fundamental to strategic success?
  • 1.2 What is operations strategy and how is it different from operations
  • management?
  • 1.3 How should operations strategy reflect overall strategy (top-down)?
  • 1.4 How do the requirements of the market influence operations
  • strategy (outside-in)?
  • 1.5 How can operations strategy learn from operational experience
  • (bottom-up)?
  • 1.6 How can the intrinsic capabilities of an operation's resources
  • influence operations strategy (inside-out)?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 2 The context, content and process of operations strategy

  • Introduction
  • 2.1 What is the difference between the ‘context', ‘content' and the
  • ‘process' of operations strategy?
  • 2.2 What is the context of operations strategy?
  • 2.3 What is the content of operations strategy?
  • 2.4 What is the process of operations strategy?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 3 Operations performance

  • Introduction
  • 3.1 What is meant by operations performance?
  • 3.2 How is operations performance judged at a societal level?
  • 3.3 How is operations performance judged at a strategic level?
  • 3.4 How is operations performance judged at an operational level?
  • 3.5 Does the relative importance of performance objectives vary over time?
  • 3.6 Do operations performance objectives trade-off against each other? 3.7 What are the advantages and disadvantages of focused operations?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 4 Responsible operations strategy

  • Introduction
  • 4.1 What is responsible operations strategy?
  • 4.2 How does the environmental dimension of responsibility affect
  • operations strategy?
  • 4.3 How does the social dimension of responsibility affect operations
  • strategy?
  • 4.4 How does the economic dimension of responsibility affect
  • operations strategy?
  • 4.5 How does the stakeholder dimension of responsibility affect
  • operations strategy?
  • 4.6 How does the voluntariness dimension of responsibility affect
  • operations strategy?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 5 Capacity strategy

  • Introduction
  • 5.1 What is capacity strategy?
  • 5.2 How much capacity should an operation have?
  • 5.3 How many separate sites should an operation have?
  • 5.4 What issues are important when changing capacity levels?
  • 5.5 What tasks should be allocated to sites?
  • 5.6 Where should capacity be located?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 6 Purchasing and supply strategy

  • Introduction
  • 6.1 What is purchasing and supply strategy?
  • 6.2 What should we do and what should we buy?
  • 6.3 How we buy: what is the role of contracts and/or relationships?
  • 6.4 How do we manage supply dynamics?
  • 6.5 How do we manage supply networks over time?
  • 6.6 How do we manage supply chain risks?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 7 Process technology strategy

  • Introduction
  • 7.1 What is process technology strategy and why is it becoming
  • more important?
  • 7.2 How can process technology be characterised?
  • 7.3 How do market volume and variety influence process technology?
  • 7.4 How can process technology be evaluated strategically?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 8 Improvement strategy

  • Introduction
  • 8.1 What are the different approaches to improvement?
  • 8.2 How do the needs of the market direct the ongoing development
  • of operations processes?
  • 8.3 How can the ongoing management and control of operations be
  • harnessed to develop their capabilities?
  • 8.4 What can operations do to deploy their capabilities into the market?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 9 Product and service development strategy

  • Introduction
  • 9.1 What is the relationship between innovation, design and creativity?
  • 9.2 Why is the way in which companies develop their products and
  • services so important?
  • 9.3 What process do companies use to develop products and services?
  • 9.4 How should the effectiveness of the product and service development
  • process be judged in terms of fulfilling market requirements?
  • 9.5 What operations resource-based decisions define a company's
  • product and service development strategy?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 10 The process of operations strategy – formulation and implementation

  • Introduction
  • 10.1 What is the ‘formulation' of operations strategy?
  • 10.2 What is involved in maintaining alignment over time?
  • 10.3 What analysis is needed for formulation?
  • 10.4 What is operations strategy implementation?
  • 10.5 Who can be responsible for implementation? Summary answers to key questions
  • Further reading
  • Notes on the chapter

Chapter 11 The process of operations strategy – monitoring and control

  • Introduction
  • 11.1 What are the differences between operational and strategic
  • monitoring and control?
  • 11.2 How is progress towards strategic objectives tracked?
  • 11.3 How can monitoring and control attempt to control risks?
  • 11.4 How does learning contribute to strategic control?
  • Summary answers to key questions
  • Further reading
  • Notes on the chapter

Topics covered in case studies

  • List of case studies
  • Aarens Electronic
  • Aztec Component Supplies
  • Clever Consulting
  • Delta Synthetic Fibres (DSF)
  • Developing ‘Savory Rosti-crisps' at Dreddo Dan's
  • Design house partnerships at Concept Design Services
  • Disneyland Resort Paris
  • Dresding Medical
  • Hagen Style
  • IKEA looks to the future
  • Kaston-Trenton Services (KTS)
  • McDonald's: half a century of growth
  • Ontario Facilities Equity Management (OFEM)
  • Slagelse Industrial Services (SIS)
  • Turnround at the Preston Plant
  • Widescale Studio and the Fierybryde development
  • Zara's operating model
  • Zentrill

Glossary

Index

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