Introduction to Operations Strategy
Nailing the Model and Scaling the business
We established the need to consider operations strategy as an important element of the overall business strategy of the firm. We looked at the various decision areas or levers that available to play around with while determining the operations strategy of a firm.
op_strat_intro_slides.pdf | |
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Operations Performance Objectives - Focus versus flexibility
The Blitz company case is a classic depiction of how company's go wrong with their operations strategy. We learnt the importance of focussing on your core competency and resisting the temptation to get into markets for which your operations are not designed. We also explored how the the company could come out of the problem. In the context, we also discussed the tradeoff versus dynamic capability view of operations strategy.
trade_off_versus_dynamic_capabilties_slides.pdf | |
File Size: | 613 kb |
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Substitutes to Strategy
We looked at the fundamental principles of TQM, Lean, Six Sigma, BPR, TOC and Agile. You all presented the origins, elements, case studies and criticisms for the case study. Kudos to all of you for coming up with reasonably good presentations in limited time that available. We saw how these approaches while helpful didn't constitute the entirety of what can be defined as Operations Strategy. Further, we also saw how these implementation of these approaches in their true spirit may also be a challenge!
substitutes_to_strategy.pdf | |
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Capacity Strategy
Capacity is one of the most fundamental decision areas in operations strategy. During this session, we saw all the factors that influence the level & location of capacity of a business. We also saw the factors influencing the timing of capacity change investments. Finally, we also saw how the role played by suppliers and customers in determining the capacity of a company.
capacity_strategy_slides.pdf | |
File Size: | 697 kb |
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Purchasing and Supply strategy
No firm can operates in isolation. Every firm is a part of a larger ecosystem consisting of suppliers, buyers, competitors and complementors. Firms have understood the value of moving from a transactional to a contract based to a trust based relationship. We considered the determinants of good supply relationships and the perception gaps that could exist between companies in a supply chain. We examined Zentrill case which were two extremes of supply chain cooperation.
Process Technology Strategy
Technology plays a very crucial role in today's operation's strategy. We started off discussing about the differences and similarities between process and product technologies. Using the product process matrix as a base, we discussed how apart from product variety, scalability, automation and coupling play an important role in determination of process technology choice. We used the case of OFEM case to understand the key criteria involved in process technology choice decisions.
Innovation and Technology Management
This final module really puts the T in the TOS course!
We discussed about how technology led disruptive innovation unfolds to possibly dethrone established incumbent. We spoke about the what constitutes disruption and what does not and how incumbents could probably guard themselves from being disrupted.
In the context of tech-led innovations, we spoke about the various challenges faced by two sided platform models and how to tackle them.
We discussed about how technology led disruptive innovation unfolds to possibly dethrone established incumbent. We spoke about the what constitutes disruption and what does not and how incumbents could probably guard themselves from being disrupted.
In the context of tech-led innovations, we spoke about the various challenges faced by two sided platform models and how to tackle them.
disruptive_innovation.pdf | |
File Size: | 655 kb |
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