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