Description

Book Synopsis

Nigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick Business School, Honorary Professor at Bath and Birmingham Universities, and Honorary Fellow of the European Operations Management Association.

Michael Lewis is a Professor of Operations and Supply Management at Bath School of Management.



Table of Contents

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

Operations Strategy

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    A Paperback by Nigel Slack, Mike Lewis

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      Book details

      Publisher Pearson Education
      Published 27 October 2023
      ISBN-13 9781292459271
      978-1292459271
      ISBN-10 1292459271
      Also in:
      Management of specific areas Operational research Purchasing and supply management

      Description

      Book Synopsis

      Nigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick Business School, Honorary Professor at Bath and Birmingham Universities, and Honorary Fellow of the European Operations Management Association.

      Michael Lewis is a Professor of Operations and Supply Management at Bath School of Management.



      Table of Contents

      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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