Beschreibung

Kursart

Kurs
Ort

London (Grossbritannien)

Dauer

2 Wochen

Upon completion of this course, you will be able to understand:
The meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
How to judge the performance of operations.

Standorte und Zeitplan

London (Grossbritannien)

Seven Pancras Square 7 King’s Boulevard Kings Cross London N1C 4AG - City of London - (London), N1C 4AG

Beginn

auf Anfrage

Hinweise zu diesem Kurs

An wen richtet sich dieser Kurs?

Chief operations officers and chief executive officers; operations directors and managers; heads of departments; senior operations executives, officers and staff; those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements; those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset; those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises; those who appreciate operations strategy as central, ubiquitous and vital to any organisation’s sustained success.

Qualifikation

certificate

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Meinungen

Themen

Monitoring
Service
Business
Operations management
Technology
Strategic Planning
Resource management
Supply
Operations Strategy
Strategy Development
Strategic Business Management
Operational Risk

Inhalte

Developing Resources and Processes for Strategic Impact

Why is operations excellence fundamental to strategic impact?
What is operations strategy and how is it different from operations management?
What is the ‘content’ of operations strategy?
The operations strategy matrix
What is the ‘process’ of operations strategy?

Operations Performance

Operations performance can make or break any organisation
Judging operations performance at a societal level
Judging operations performance at a strategic level
Judging operations performance at an operational level
The relative importance of performance objectives changes over time
Trade-offs – are they inevitable?
Targeting and operations focus

Substitutes for Strategy

Fads, fashion and the ‘new’ approaches to operations
Total quality management (TQM)
Business process reengineering (BPR)
Six Sigma
Some common threads

Capacity Strategy

The overall level of operations capacity
The number and size of sites
Capacity change
Location of capacity

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

Process Technology Strategy

Process technology should reflect volume and variety
The product-process matrix
The challenges of information technology (IT)
Evaluating process technology

Improvement Strategy

Operations improvement
Setting the direction
Importance-performance mapping
Developing operations capabilities
Deploying capabilities in the market

Product and Service Development and Organisation

Innovation, design and creativity
The strategic importance of product and service development
Product and service development as a process
A market requirements’ perspective on product and service development
An operations resources perspective on product and service development

The Process of Operations Strategy – Formulation and Implementation

Formulating operations strategy
What is the role of alignment?
Maintaining alignment over time
What analysis is needed for formulation?
The challenges to operations strategy formulation
How do we know when the formulation process is complete?
What is operations strategy implementation?

The Process of Operations Strategy – Monitoring and Control

What are the differences between operational and strategic monitoring and control?
How is progress towards strategic objectives tracked?
How can the monitoring and control process attempt to control risks?
How does learning contribute to strategic control?

Verwandte Kategorien

Kontakt

Advanced Operations Strategy

Fragen & Antworten

Meinungen

Themen

Inhalte

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