Strategic Operation Management

Assignment Requirements

 

NOTE: file NO 1 includes more description.

Structure of the Assignment
• Summary or Abstract
• Introduction – introduce the company(s), and the topics you will focus on
• Literature review – identify key journal articles on your topic, review them to identify themes that you want to include in your analysis. Include any models or figures that will help your analysis (It’s analysis NOT description)
• Analysis – conduct an analysis of the company
• Recommendations – write what you recommend to the company
• 25 References – include all sources that you use/ Citing and Referencing should be in the Cardiff university / Harvard Style

• Length 3000 words
• Diagrams are encouraged but must be referenced if you have not devised them yourself. All sources must be credited. All assignments will run through Turnitin.
• OPTION 1 – Operations strategy analysis of one company
• Choose an organisation, company, or business and provide an strategic operation management analysis of its activities that makes clear the key strategic OM decisions it has made and their effect on its success or failure. The analysis should include any relevant models treated in the course or described in the course text.
• OPTION 2 – Operations strategy analysis of two companies
• Analyze, compare and contrast two organisations that illustrate some aspect or aspects of strategic
OM. The two examples can treat the same aspects of strategic OM or relate to different areas of
the subject. Each example should be accompanied by an analysis of how it illustrates some aspect
of strategic OM.
1. Make your paper more academic.
2. You have to illustrate why you chose to focus on any performance objectives like quality, it is important to do analyses using the Operations Strategy Matrix, By introducing The operations strategy matrix in Literature review then use it to help you illustrating the analysis.

IMPORTANT NOTICE: (It’s up to you, you can chose only capacity and supply network, and analyse their impact on the performance objectives, and bear in mine the resource usage and market competitiveness)

Structure of the Assignment

• Summary or Abstract

• Introduction – introduce the company(s), and the topics you will focus on

• Literature review – identify key journal articles on your topic, review them to identify themes that you want to include in your analysis. Include any models or figures that will help your analysis (It’s analysis NOT description)

• Analysis – conduct an analysis of the company

• Recommendations – write what you recommend to the company

• 30 References – include all sources that you use/ Citing and Referencing should be in the Cardiff university / Harvard Style

 

• Length 3000 words

• Diagrams are encouraged but must be referenced if you have not devised them yourself. All sources must be credited. All assignments will run through Turnitin.

• OPTION 1 – Operations strategy analysis of one company

• Choose an organisation, company, or business and provide an strategic operation management analysis of its activities that makes clear the key strategic OM decisions it has made and their effect on its success or failure. The analysis should include any relevant models treated in the course or described in the course text.

• OPTION 2– Operations strategy analysis of two companies

• Analyze, compare and contrast two organisations that illustrate some aspect or aspects of strategic

OM. The two examples can treat the same aspects of strategic OM or relate to different areas of

the subject. Each example should be accompanied by an analysis of how it illustrates some aspect

of strategic OM.

1. Make your paper more academic.

2. You have to illustrate why you chose to focus on any performance objectives like quality, it is important to do analyses using the Operations Strategy Matrix, By introducing The operations strategy matrix in Literature review then use it to help you illustrating the analysis.

 

Important notice: (It’s up to you, you can chose only capacity and supply network, and analyse their impact on the performance objectives, and bear in mine the resource usage and market competitiveness)

 

 

This matrix from:

Slack, N and Lewis M (2008) ‘Operations Strategy, 2^nd edition’, Financial Times Prentice-Hall.

Slack, N and Lewis M (2011) ‘Operations Strategy, 3^rd edition’, Financial Times Prentice-Hall.

 

 

The operations strategy matrix seeks to describe the reconciliation process by understanding how what we want from the company operations strategy is affected by what we do in making operations strategy decisions.

 

Remember that the operations strategy matrix does not provide answers in the sense that it formulates a particularly appropriate operations strategy. It is essentially a descriptive device that can be used to sketch out and understand the current (often implicit) operations strategy and spark a debate on how the strategy might be changed.

 

 

Companies to choose from:

Food and Drinks	Fashion and furniture	IT/Telecommunication	Automotive/transport
Wal-mart Coca-cola Sainsburys Asda John Lewis Costa	Zara Nike Adidas Gap Marks and Spencer Amazon Ikea	Dell Apple Samsung IBM Nokia Ericson	Ford BMW Toyota Mercedes Airports British airways

 

 

Main course books:

• Slack, N and Lewis M (2008) ‘Operations Strategy, 2^nd edition’, Financial Times Prentice-Hall.

• Hill, T., (2005) Operations Management, Palgrave, ISBN 1-4039-3466-5.

 

Useful References:

• Slack, N., Chambers, S., Johnston, R., Betts, A., (2006) Operations and Process Management, Principles and

Practice for Strategic Impact, Prentice Hall, ISBN 0-273-68426-4.

• Wild, R., (2002) Operations Management, Thomson Learning, ISBN-10: 0826449271.

• Harland, Christine M., and Louise A. Knight. “Supply network strategy: role and competence requirements.” International Journal of Operations & Production Management 21.4 (2001): 476-489.

• Carter, C., & Rogers, D. 2008. A framework for sustainable supply chain management: moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38(5): 360-387.
• Elkington, J. 1998. Cannibals with forks: the triple bottom line of 21st century business. London: John Wiley and Sons.
• Hart, S. L. (1995). A Natural-Resource Based View of the Firm. Academy of Management Review, 20(4), 986-1014
• Hawken, P., Lovins, A. B., & Lovins, L. H. (1999). Natural Capitalism: The Next Industrial Revolution. London: Earthscan
• Kleindorfer et al (2005) Sustainable operations management. POM, 14,4,482-492.
• Orsato, R. (2006) Comeptitive environmental strategies: when does it pay to be green? California Management Review, 48(2), 127-143.
• Porter, M. E., & Van de Linde, C. (1995). Green and competitive. Harvard Business Review, September – October, 120-134
• Walker, H., Miemcyzk, J., Johnsen, T., & Spencer, R. (Accepted) Sustainable procurement: past, present and future. Journal of Purchasing and Supply Management               
• Walker, H. & Brammer, S. (2012) The relationship between sustainable procurement and e-procurement in the public sector. International Journal of Production Economics, Special Issue: Sustainable Development in Manufacturing and Services, Vol 140, Issue 1, 256-268.
• Walker, H., & Jones, N. (2012) Sustainable supply chain management across the UK private sector. Supply Chain Management: An International Journal, Vol 17, Issue 1, 15-28.
• Preuss, L. & Walker, H. (2011) Psychological barriers in the road to sustainability: evidence from public sector procurement. Public Administration: an International Quarterly, Vol. 89, Issue 2, 493 – 521.
• Brammer, S. & Walker, H. (2011) An international study of sustainable procurement. International Journal of Operations and Production Management, Vol 31, Issue
• Walker, H. & Brammer, S. (2009) Sustainable procurement in the UK public sector. Supply Chain Management: an International Journal, Vol 14, Issue 2, pp 128-137
• Walker, H., diSisto, L., & McBain, D. (2008). Drivers and barriers of environmental supply chain practices: lessons from the public and private sectors. Journal of Purchasing and Supply Management, 14: 69-85.
• Alvarez, G., Pilbeam, C., & Wilding, R. 2010. Nestlé Nespresso AAA sustainable quality program: an investigation into the governance dynamics in a multi-stakeholder supply chain network. Supply Chain Management: An International Journal, 15(2): 165-182.
• Dunphy, D., Griffiths, A., & Benn, S. 2007. Organizational Change for Corporate Social Responsibility (2nd ed.). Oxon: Routledge.
• Pullman, M. E., Maloni, M. J., & Carter, C. R. 2009. Food for thought: Social versus environmental sustainability practices and performance outcomes Journal of Supply Chain Management, 45(4): 38-54.
• The Guardian Sustainable Business, http://www.guardian.co.uk/sustainable-business
• Network for Business Sustainability, http://nbs.net/

Oxfam Behind the Brands, http://www.oxfam.org/en/grow/campaigns/behind-brands

 

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