Strategic Operations Management
This is a substantial new edition of a successful textbook which continues to have a sensible and 'easy to read' style. Each Chapter has a past/present/future theme with a real strategic approach. Strategic Operations Managment shows operations as combining products and services into a complete offer for the customer. Services are therefore seen as key and are integrated throughout the material in each chapter. Manufacturing, service supply and other key factors are all shown to be in place.
In an era where companies are fond of talking about core competences but still struggle to understand their operations, this is an important for academics and practitioners alike. Only when managers understand their operations will they be able to leverage them into any sort of capabilities that will lead to competitive advantage. Online tutor resource materials accompany the book.
* Well-received and innovative strategic operations management text with new cutting-edge material that really does have a strategic emphasis.
* Integrated services ops man material, new issues explored, new cases and up-dated.
* No other book covers such a range of topics - including operations, innovation, supply, services - in such depth by one of the strongest team of internationally renowned authors in POM
* TRP and web material available
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Chapter 1 Introduction to operations management
Chapter 2 Strategic operations management
Chapter 3 Managing the transformation process
Chapter 4 Innovation managing the renewal of the business
Chapter 5 Managing inventory MRP and JIT
Chapter 6 Supply management
Other editions - View all
achieve activities agile approach areas batch become beneﬁts BNFL capacity capacity management cent challenge Chapter compete competitive advantage components concept consumer continuous improvement core corporate cost deﬁned delivery demand difﬁcult economic employees ensure example factors ﬁnancial ﬁnd ﬁrm’s ﬁrms ﬁrst ﬁxed ﬂexibility focus global Harvard Business Review Harvard Business School Hemel Hempstead human resources ideas identiﬁed impact important industry inﬂuence innovation inputs internal inventory investment involved japanese kaizen labour layout lean production learning major manufacturing strategy mass customization mass production Material requirement planning materials ment operations strategy organization output outsourcing performance planning plant problem process choice proﬁts purchasing reﬂect relationships requirements responsibility role scheduling sectors signiﬁcant Six Sigma speciﬁc strategic operations management strategic resonance suppliers supply chain Taco Bell tion world—class