The document discusses Boeing's global supply chain strategy for its 787 Dreamliner aircraft. It lists some of the international suppliers for Boeing 787 components, including their headquarters location and the components they supply. These suppliers are located around the world and provide parts like wings, landing gear, and electronics. Boeing utilizes a global supply chain to access talent and resources globally and lower costs.
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Operations strategy or Strategy || Development and Implementation of Strategy...Uttar Tamang ✔
This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
3.2. Strategy
4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
6. Development and Implementation of Strategy
7. Strategy Development Process
8. Implementation of Strategy (Process)
9. References
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By: Uttar Tamang
This presentation slide is about Porter's Value Chain Analysis. This upload consists of the following topics:
Basic Introduction
Porter's Value Chain Model
Primary Activities with real life example
Support Activities with real life example
the global environment and operations strategy Operation managementgharaibeh g
Operation management the global environment and operations strategy the global environment and operations strategy Operation management the global environment and operations strategy Operation management the global environment and operations strategy Operation management
The world is changing – how about your Operations Strategy?
The world is changing rapidly – same goes for your customers and suppliers. You are required to constantly improve your operations. Is optimising your current operating model sufficient or do you need to rethink?
A great Operations Strategy is what makes the sum of all operational capabilities of your business a competitive advantage.
Does your Operations Strategy fit in relation to environmental changes or changes in future customer demand?
Operations strategy or Strategy || Development and Implementation of Strategy...Uttar Tamang ✔
This slide is all about the :
1. Operations strategy or Strategy
2. Global View of Operations
3. Developing of Mission and Strategy
3.1. Mission
3.2. Strategy
4. Types of Strategy (Operational and Competitive)
5. Achieving Competitive Advantage Through Operations
6. Development and Implementation of Strategy
7. Strategy Development Process
8. Implementation of Strategy (Process)
9. References
.
By: Uttar Tamang
This presentation slide is about Porter's Value Chain Analysis. This upload consists of the following topics:
Basic Introduction
Porter's Value Chain Model
Primary Activities with real life example
Support Activities with real life example
the global environment and operations strategy Operation managementgharaibeh g
Operation management the global environment and operations strategy the global environment and operations strategy Operation management the global environment and operations strategy Operation management the global environment and operations strategy Operation management
Operations strategy for MBA, CA, CMA, B COM, M COM Bibek Prajapati
Product and Service Management. What good or service do we offer and what is the design of it?
Operations and Supply Chain Management. ...
Inventory Management. ...
Forecasting and Capacity Planning. ...
Operations Scheduling. ...
Management of Quality. ...
Facilities Planning and Management.Many historical milestones have shaped OM. Some of these are the Industrial Revolution, scientific management, the human relations movement, management science, and the computer age
OM is highly important function in today’s dynamic business environment. Among the trends with significant impact are just-in-time, TQM, reengineering, flexibility, time-based competition, SCM, global marketplace, and environmental issues
OM works closely with all other business functions
The operations strategy focuses on developing specific capabilities called competitive priorities.
There are four categories of competitive priorities: cost, quality, time, and flexibility
Technology can be sued by companies to gain a competitive advantage and should be acquired to support the company’s chosen competitive priorities
Productivity is a measure that indicates how efficiently an organization is using its resources
Productivity is computed as the ratio or organizational outputs divided by inputs
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International Competitive Strategy
Chapter 9
1
9-2
Learning Objectives
LO 9-1 Explain international strategy, competencies, and international competitive advantage.
LO 9-2 Describe the steps in the global strategic planning process.
LO 9-3 Explain the purpose of mission statements, vision statements, values statements, objectives, quantified goals, and strategies.
LO 9-4 Explain home replication, multidomestic, global, regional, and transnational strategies and when to use them.
LO 9-5 Describe the methods of and new directions in strategic planning.
What is International Strategy?
The way firms make choices about acquiring and using scarce resources in order to achieve their international objectives
Involves decisions that deal with all the various functions, products and regional unit activities of a company.
decisions about which markets to enter with which products, when and how
all the various functions and activities of the company and how they interact
ensuring that strategy is consistent across functions, products, and regional units
a variety of unique demands associated with operating internationally
3
International Strategy
The goal is to achieve and maintain a unique and valuable position both within a nation and globally:
IOW: Have a competitive advantage
Competitive advantage is the ability of a company to have higher rates of profits than its competitors
4
Competitive Advantage
To create a sustainable competitive advantage, a company tries to develop skills and control resources that:
Create value for customers
Are rare
Are difficult to imitate or substitute for
Are organized in a way that the company can fully exploit
5
Competitive Advantage and International Companies
The challenge for international companies is that:
Resources are always scarce.
There are many alternatives for using these scarce resources
(for example, which foreign markets to enter).
These alternatives are not equally attractive.
Could be more costs or other risks involved
Competitive Advantage and International Companies
Managers must make choices regarding what to do, and what not to do, now and over time.
Companies make different choices, which have implications for each company’s ability to meet the needs of customers and create a defensible competitive position internationally.
Without adequate planning, managers are more likely to make decisions that do not make good sense competitively.
9-8
The Competitive Challenge Facing Managers of International Businesses
Managers must
quickly identify and exploit opportunities wherever they occur, domestically and internationally
fully understand why, how, where, and when to do business in specific world markets
know the company’s strategic mission, its strengths and its weaknesses
Global Strategic Planning:
Why Plan Globally?
Provides a means for top management to
Identify opportunities and threats
Formulate strategie.
Horizon 2013 Driving Global Adoption to Procurement Technology - A Cargill Ap...Zycus
"In 2010 Cargill, a $130B international producer and marketer of food, agricultural, financial and industrial products and services, initiated a project to reorganize the fragmented procurement function into a centralized Global Strategic Sourcing Function. One key missing element of a successful transformation was a spend visibility solution which could collect, categorize and disseminate spend data across the companies 70 plus business units, 30 plus ERP systems, 60 plus countries and more than a dozen languages. Cargill turned to Zycus’s spend analysis tool as their solution of choice.
Derek Batchlor will share Cargill’s approach to implementation of spend analysis tool and how they have been able to drive broad adoption of the tool by over half of the nearly 200 team members in Strategic Sourcing. "
All Computer shortcuts for beginners....RajThakuri
This slide is for computer beginners & others who use computer in their daily life...
Watch this slide to know the important shortcut keys to operate computer & other applications on computer
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The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
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http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
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The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
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6. Reasons to Globalize
Improve the supply chain
Reduce costs (labor, taxes, tariffs, etc.)
Improve operations
Understand markets
Improve products
Attract and retain global talent
7. 1. Improve the Supply Chain
Locating
facilities
closer to
unique
resources
Auto design to California
Perfume manufacturing
in France
8. 2. Reduce Costs
Foreign locations with lower wage rates can lower direct
and indirect costs
Trade agreements can lower tariffs
• World Trade Organization (WTO)
• North American Free Trade Agreement (NAFTA)
• European Union (EU)
• SAFTA
• ASEAN
• BIMSTEC
9. 3. Improve Operations
Understand differences between how
business is handled in other countries
• Japanese – inventory management
• Scandinavians – ergonomics
International operations can improve
response time and customer service
10. 4. Understand Markets
Interacting with foreign customers,
suppliers, competition can lead to new
opportunities
• Cell phone
design moved
from Europe
to Japan
• Extend the
product life
cycle
11. 5. Improve Products
Remain open to free flow of ideas
Toyota and BMW manage joint research
and development
• Reduced risk, state-of-the-art design, lower costs
Samsung and Bosch jointly produce
batteries
12. 6. Attract and Retain Global Talent
Offer better employment
opportunities
• Better growth opportunities and insulation
against unemployment
• Relocate unneeded personnel to more
prosperous locations
13. Cultural and Ethical Issues in Global Operations
Cultures can be quite different
Attitudes can be quite different towards
► Punctuality
► Lunch breaks
► Environment
► Intellectual
property
Extortion
► Child labor
14. Companies Want To Consider
National literacy rate
Rate of innovation
Rate of technology change
Number of skilled workers
Political stability
Product liability laws
Export restrictions
Variations in language
Work ethic
Tax rates
Inflation
Availability of raw materials
Interest rates
Population
Number of miles of highway
Phone system
15. Vision & Mission Statement
Vision & Mission
• Vision is a bigger picture & future oriented while the
mission is more immediately focused on the present
• It is the vision that defines the end game and the mission is
the road map that will take you there
• For example, for a luxury products company, the vision
could be 'To be among most admired luxury brands in the
world' and mission could be 'To add style to the lives'
16. Examples
Vision of Google: “To Provide the access to
the worlds information in one click.”
Mission of Google: “To organize the worlds
information and make it universally accessible
and useful.”
17. Sample Missions
Sample Company Mission
To manufacture and service an innovative, growing, and
profitable worldwide microwave communications business
that exceeds our customers’ expectations.
Sample Operations Management Mission
To produce products consistent with the company’s mission
as the worldwide low-cost manufacturer.
Figure 2.3
18. Sample Missions
Sample OM Department Missions
Product design To design and produce products and
services with outstanding quality and
inherent customer value.
Quality management To attain the exceptional value that is
consistent with our company mission and
marketing objectives by close attention to
design, procurement, production, and field
service operations
Process design To determine, design, and produce the
production process and equipment that will
be compatible with low-cost product, high
quality, and good quality of work life at
economical cost.
Figure 2.3
19. Sample Missions
Sample OM Department Missions
Location To locate, design, and build efficient and
economical facilities that will yield high
value to the company, its employees, and the
community.
Layout design To achieve, through skill, imagination, and
resourcefulness in layout and work methods,
production effectiveness and efficiency
while supporting a high quality of work life.
Human resources To provide a good quality of work life, with
well-designed, safe, rewarding jobs, stable
employment, and equitable pay, in exchange
for outstanding individual contribution from
employees at all levels.
Figure 2.3
20. Sample Missions
Sample OM Department Missions
Supply-chain
management
To collaborate with suppliers to develop
innovative products from stable, effective,
and efficient sources of supply.
Inventory To achieve low investment in inventory
consistent with high customer service levels
and high facility utilization.
Scheduling To achieve high levels of throughput and
timely customer delivery through effective
scheduling.
Maintenance To achieve high utilization of facilities and
equipment by effective preventive
maintenance and prompt repair of facilities
and equipment.
Figure 2.3
21. Difference in Between Vision and Mission Statement
A vision statement is a description of
where a company wants to be in the
future
It concerns a firms future path and
position
It tells about future technology and
products
It answer the question why we are here
It should remain intact, even if the market
changes dramatically, because it speaks to
what you represent, not just what you do
Mission statement defines the organization's purpose and primary
objectives
It focuses on current business activities.
It tells about the current technology and current products
It answer the question what do we do.
It may change, but it should tie back to your core values and vision.
22. Developing Missions and Strategies
Mission statements tell an organization where it is going
The Strategy tells the organization how to get there
23. Mission
Mission - where is the
organization going?
• Organization’s purpose for being
• Answers ‘What do we contribute to
society?’
• Provides boundaries and focus
25. Strategy
► Action plan to achieve
mission
► Functional areas have
strategies
► Strategies exploit
opportunities and
strengths, neutralize
threats, and avoid
weaknesses
26. Competitive Priorities- The Edge
Four Important Operations Questions: Will you compete on –
• Cost?
• Quality?
• Time?
• Flexibility?
All of the above/Some Tradeoffs?
28. 28
Companies often do not understand the differences
between operational efficiency and strategy
• Operational efficiency is performing tasks well, even better than
competitors
• Strategy is a plan for competing in the marketplace
Operations strategy is to ensure all tasks performed
are the right tasks
29. Strategy Development Process
Determine the Corporate Mission
State the reason for the firm’s existence and identify the value it
wishes to create.
Form a Strategy
Build a competitive advantage, such as low price, design, or
volume flexibility, quality, quick delivery, dependability,
after-sale service, broad product lines.
Analyze the Environment
Identify the strengths, weaknesses, opportunities, and threats. Understand
the environment, customers, industry, and competitors.
30. Global Operations Strategy Options
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
• Import/export or
license existing
product
International strategy
(eg, Harley-Davidson
U.S. Steel)
31. Global Operations Strategy Options
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
• Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
32. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Standardize product
• Economies of scale
• Cross-cultural
learning
Global strategy
(eg, Caterpillar
Texas
Instruments
Otis Elevator)
33. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Standardize product
• Economies of scale
• Cross-cultural learning
Global strategy
(eg, Caterpillar
Texas Instruments
Otis Elevator)
34. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
• Standardize product
• Economies of scale
• Cross-cultural learning
Global strategy
(eg, Caterpillar
Texas Instruments
Otis Elevator)
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Use existing domestic
model globally
• Franchise, joint
ventures, subsidiaries
Multidomestic
strategy
(eg, Heinz, McDonald’s)
35. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Use existing domestic
model globally
• Franchise, joint
ventures,
subsidiaries
Multidomestic
strategy
(eg, Heinz, McDonald’s
The Body Shop
Hard Rock Cafe)
• Standardize product
• Economies of scale
• Cross-cultural learning
Global strategy
(eg, Caterpillar
Texas Instruments
Otis Elevator)
36. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
• Standardize product
• Economies of scale
• Cross-cultural learning
Global strategy
(eg, Caterpillar
Texas Instruments
Otis Elevator)
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Use existing domestic
model globally
• Franchise, joint
ventures,
subsidiaries
Multidomestic
strategy
(eg, Heinz, McDonald’s
The Body Shop
Hard Rock Cafe)
Transnational
strategy
(eg, Coca-Cola, Nestlé)
• Move material,
people, ideas across
national boundaries
• Economies of scale
• Cross-cultural
learning
37. • Import/export or
license existing
product
International
strategy
(eg, Harley-Davidson
U.S. Steel)
Global Operations Strategy Options
• Standardize product
• Economies of scale
• Cross-cultural learning
Global strategy
(eg, Caterpillar
Texas Instruments
Otis Elevator)
CostReduction
High
Low
HighLow
Local Responsiveness
(Quick Response and/or Differentiation)
Figure 2.9
• Use existing domestic
model globally
• Franchise, joint
ventures,
subsidiaries
Multidomestic
strategy
(eg, Heinz, McDonald’s
The Body Shop
Hard Rock Cafe)
Transnational
strategy
(eg, Coca-Cola, Nestlé)
• Move material,
people, ideas across
national boundaries
• Economies of scale
• Cross-cultural
learning
38. Strategies for Competitive Advantage
Differentiation – better, or at least different
Cost leadership – cheaper
Response – more responsive
39. Competing on Differentiation
Uniqueness can go beyond both the physical
characteristics and service attributes to encompass
everything that impacts customer’s perception of
value
► Disney Magic Kingdom – experience
differentiation
► Hamro Bhojanalaya
40. Competing on Cost
Provide the maximum value as perceived by
customer. Does not imply low quality.
Southwest Airlines – secondary airports, no
frills service, efficient utilization of equipment
Walmart – small overhead, shrinkage, and
distribution costs
41. Competing on Response
Flexibility is matching market changes in design innovation and volumes
• A way of life at Hewlett-Packard
Reliability is meeting schedules
Timeliness is quickness
in design, production,
and delivery
• Pizza Hut, Motorola
42. Operations Management Contribution to Strategy
Operations management contributes to different strategies in following ways
Differentiation Strategy
• Innovative Design
• Broad Product Line
• After Sale Services
• Experience
Cost Leadership
• Low Overhead
• Effective Capacity Utilization
• Inventory Management
Response Strategy
• Flexibility
• Reliability
• Quickness
43. Strategy Development and Implementation
Identify key success factors
Integrate OM with other activities
Build and staff the organization
The operations manager’s job is to implement
an OM strategy, provide competitive
advantage, and increase productivity
44. Key Success Factors
Production/Operations
Figure 2.7
Marketing
Service
Distribution
Promotion
Channels of distribution
Product positioning
(image, functions)
Finance/Accounting
Leverage
Cost of capital
Working capital
Receivables
Payables
Financial control
Lines of credit
10 OM Decisions Sample Options
Product
Quality
Process
Location
Layout
Human resource
Supply chain
Inventory
Schedule
Maintenance
Customized, or standardized; sustainability
Define customer expectations and how to achieve them
Facility size, technology, capacity, automation
Near supplier or near customer
Work cells or assembly line
Specialized or enriched jobs
Single or multiple suppliers
When to reorder, how much to keep on hand
Stable or fluctuating production rate
Repair as required or preventive maintenance
Support a Core Competence and Implement Strategy by
Identifying and Executing the Key Success Factors in the Functional Areas
45. Methods of Minimizing Non-sampling Errors
• Checking the sampling process
• Preparation of questionnaire
• Pilot survey
• Fix procedures
• Use of competent manpower
• Provide information
• Provide training
• Use of experts
• Checking data processing and analysis
