Operations strategy / Nigel Slack, Michael Lewis.

Includes bibliographical references and index.

Contents
List of figures, tables and exhibits from case studies
Preface
Authors’ acknowledgements
Publisher’s 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)
Design house partnerships at Concept Design Services
Developing ‘Savory Rosti-crisps’ at Dreddo Dan’s
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 is a major source of competitive advantage in for-profit businesses and the route to achieving social welfare in not-for-profit enterprises. No matter what sector, it can have a huge impact - not just in the short term, but also on an enduring basis. Just look at those companies that have transformed their prospects through the way they manage their operations resources strategically: Amazon, Apple, Disney, IKEA, Intel, Lego, Ocado, Ryanair, Samsung, Wipro, Zara and many more, all have developed their strategic operations capabilities to the point where they represent a formidable asset. (And all are among the many examples to be found in this text.) These firms have found that it is the way they manage their operations, and their resources in general, that sets them apart from, and above, their competitors"-- Provided by publisher.