Quản trị kinh doanh - Chapter 1: Introduction to managing operations across the supply chain

LO1-1 Explain what operations management is and why it is important

LO1-2 Describe the major decisions that operations managers typically make

LO1-3 Explain the role of processes and “process

 thinking” in operations management

LO1-4 Explain what the supply chain is and what it means to view operations management using a “supply chain perspective”

LO1-5 Identify the partners and functional groups that

 work together in operations management

LO1-6 Define the planning activities associated with managing operations across the supply chain

 

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Copyright © 2014 McGraw-Hill Higher Education. All rights reserved.CHAPTER 1Introduction to Managing Operations Across the Supply ChainMcGraw-Hill/Irwin1–2Learning ObjectivesLO1-1 Explain what operations management is and why it is importantLO1-2 Describe the major decisions that operations managers typically makeLO1-3 Explain the role of processes and “process thinking” in operations managementLO1-4 Explain what the supply chain is and what it means to view operations management using a “supply chain perspective”LO1-5 Identify the partners and functional groups that work together in operations managementLO1-6 Define the planning activities associated with managing operations across the supply chain1–3Operations Management (OM) Is Everywhere – Part IPRODUCTS: Everything you wear, eat, sit on or in, use, read, or knock about on a sports field comes to you courtesy of operations.SERVICES: Every book you borrow from the library, every medical treatment you receive, every lecture you attend at a university, every service you receive comes to you courtesy of operations.LO1-11–4Operations Management (OM):A Basic DefinitionOperations Management (OM): is the management of processes used to design, supply, produce, and deliver valuable goods and services to customersLO1-11–5Operations Management (OM):Common ChallengesLowering costsImproving qualityEnhancing product desirabilityAligning OM with the company’s competitive strategyEvolving with the needs of customers, competition, and technologyLO1-11–6OM From a Supply Chain Perspective:Supply Chain (SC) DefinedSupply Chain (SC): the global network of organizations and activities involved in designing, transforming, consuming and disposing of goods and services.LO1-11–7TangibleCan be inventoriedLittle customer contactLong lead timeOften capital-intensiveQuality easily assuredMaterial is transformedIntangibleCannot be inventoriedExtensive customer contactShort lead timeOften labor intensiveQuality harder to assessInformation or customer is transformedGoodsServicesGoods vs. ServicesLO1-2A process is a system of activities that transforms inputs into valuable outputs.1–8InputsTransformationOutputsOM Processes and Process ThinkingLO1-31–9OM Processes and Process Thinking:Process TypesDesign processes develop new goods and servicesStrategic planning processes determine how the firm should compete.Production processes plan and execute the supply, manufacture, and delivery of goods and services to customers. Evaluation processes measure and report how well they are meeting their goals or using their resources.LO1-31–10Foundational Concepts in Supply Chain Operations ManagementLO1-41–11OM From Supply Chain Perspective:Supply Chain Management (SCM) DefinedSupply Chain Management (SCM): is the design and execution of relationships and flows that connect the parties and processes across a supply chain. LO1-4Operations managers interact with three important groups that are external to the firm:Customers, who use or consume outputSuppliers, who provide inputsStakeholders, who have an interest in organizational well being and performance1–12OM Partners Across the Supply ChainLO1-51–13The Business EnterpriseResource and Technology SuppliersProduct andServiceSuppliersCustomersand PartnersInternalOperations Mgmt.Customer Mgmt.(Chapter 9)Logistics Mgmt.(Chapter 11)Supply Mgmt. (Chapter 10) Supply Mgmt.Upstream Supply Management Finance Logistics Management Warehousing/RM planningDownstream Marketing Sales & Distribution Customer Service Logistics Management Warehousing/FGI PlanningFigure 1-2SC Partners and Functional ActivitiesLO1-5Strategic Planning: long term decisions defining the objectives and capabilitiesTactical Planning: intermediate term decisions defining how capacity is used to meet demandOperational Planning: short term priorities and schedules for resource allocation1–14Levels of PlanningLO1-6Operations helps deliver superior products to a firm's targeted customers.Operations manages the effective and efficient transformation of inputs into outputs.Operations management partners include customers, suppliers, stakeholders and other business functions within the firm.Operations management decisions determine firm capabilities and successOperations management focuses on managing processes, SCM is managing flow and relationshipsOperations management is dynamic, it is constantly evolving1–15Introduction to Managing Operations Across the Supply Chain: Summary - I

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