OS-P13

OS-P13
BM 2013-15: Term-IV

Operations Strategy (OS)

Credits	Three (3)		Program	PGDM 13-15
Faculty Name	Arun Kumar Paul		Academic Year & Term	2014-2015; Term 4

1. Course Description:

Operations strategy (OS) is the set of decisions which shape the long-term capabilities of any type of operations and their contribution to the overall strategy, through the reconciliation of market requirements with operations resources. Important and critical (but often invisible) aspect of strategy of any business organization is Operations Management (OM). This course builds on the knowledge of OM-I and OM-II, and through a balanced mix of theoretical inputs (concepts, frameworks and analytical tools) with case discussions, intends to equip the students for their role in developing and deploying operations strategy thereby creating and delivering value to customers so that the organization can gain sustainable competitive advantage.

2. Student Learning Outcomes:

The students opting for this course are expected to be familiar with basic OM concepts such as capacity management, process analysis, facilities location and layout, inventory management, basics of project management etc. This course will develop and refine those learning and after completing this course the students should be able to -

· Describe the difference between operations strategy content and operations strategy process.
· Develop an appreciation for the nature and breadth of operational decisions that can be part of a company’s strategy and the necessary integration and alignment.
· Comprehend the difference between a market requirements perspective and an operations resources perspective of operations strategy.
· Explain some of the more important steps in the process of operations strategy formulation involving the total value chain of the organization.
3. Required Text Books and Reading Material:
· Operations Strategy by Nigel Slack and Michael Lewis, Pearson;[TEXT BOOK]
· Operations Strategy – Competing in the 21st Century by Sara L. Beckman and Donald B. Rosenfield, McGraw-Hill;
· Strategic Operations Management by Steve Brown et al, Elsevier.
· World class in India – a casebook of companies in transformation by Sumantra Ghosal, Penguin books.

4. Tentative Session Plan:

Session Number	Topics/Activities	*Reading and Cases**
1,2	Concepts of operations strategy and its linkages across business
3,4	Approaches to operations strategy and performance measures	Case: Chandler Home Products (B) (Abridged)
5,6,7	Capacity strategy	Cases: Eli Lily & Co.: Manufacturing Process Technology Strategy; Eli Lily & Co. : The Flexible Facility Decision.
8	Vertical integration and outsourcing	Case: U. S. Robotics

9	Supply network strategy – Global value chain excellence & sustainability
10,11	Process technology strategy	Case: Hitachi - Seiki
12,13	Facilities location and globalization	Case: ITT Automotive- Global Manufacturing Strategy
14	Operations improvement strategy – Lean approach	Case: Innovation at 3M Corp. (A)
15	Product and service development	Case: Crown Equipment Corporation: Design Service Strategy
16	Technology implications in operations strategy	Case: RFID at METRO Group
17, 18	Demand and revenue management
19	Investment and risk management	Case: BMW: The 7-Series Project
20	Group presentation on selected cases, Final ‘wrap up’ of the course
Quiz, Mid-term, End-term – based on agreed schedule / academic calendar

* Reading Material List

Sl. No.TitleFor Session No.

1“Beyond World Class: The New Manufacturing Strategy”, Robert H Hayes and Gary P Pisano, HBR January-February 19941

2Challenges posed to operations management by the “new economy” by Robert H. Hayes, Production and operations management, Vol. 11, No. 1, Spring 2002.1

3“Manufacturing-missing link in corporate strategy”, Wickham Skinner, HBR, May-June 19692

4The impact of inclusive and fragmented operations strategy processes on operational performance by Steve Browna, Brian Squire and Mike Lewis. International Journal of Production Research Vol. 48, No. 14, 15 July 2010, 4179–4198.2

5Setting manufacturing strategy for a company’s international manufacturing network by John Miltenburg, International Journal of Production Research, Vol. 47, No. 22, 15 November 2009, 6179–6203.6

6Manufacturing strategy, the business environment, and operations performance in small low-tech firms by Lawrence M. Corbett. International Journal of Production Research, Vol. 46, No. 20, 15 October 2008, 5491–5513.9

7Alignment of Supply Chain Strategy with Business Strategy by

Mitra and Bhardwaj, The IUP Journal of Supply Chain Management, Vol. VII, No. 3, 2010.10

8Role of Value Chain Strategy in Healthcare Supply Chain

Management: An Empirical Study in India by Acharyulu & Shekhar, International Journal of Management Vol. 29 No. 1 Part 1 Mar 2012.11

9Integrated Closed –Loop Supply Chains and Spare-Parts Management at IBM by Fleischmann et al., Interfaces 2003. 12

10Dell, Inc.’s closed loop supply chain for computer assembly plants by Kumar & Craig, Information Knowledge Systems Management 6 (2007) 197–214.13

11Mechanisms for Building and Sustaining Operations Improvement by

David M. Upton, HBS.15

12Competing through manufacturing by Wheelwright and Hayes, HBR.17

13Evolving forms of manufacturing strategy development Evidence and implications by Paul M. Swamidass, Neil Darlow and Tim Baines. International Journal of Operations & Production Management, Vol. 21 No. 10, 2001, pp. 1289-1304.18

5. Evaluation:
· Attendance & Class participation – 10%
· Quiz – 10%
· Mid-term - 20%
· End-term - 40%
· Group Presentation on cases - 20%

6. Academic Integrity: To follow Manual of Policies

Created By: Debasis Mohanty on 03/26/2014 at 09:01 AM
Category: BM-II Doctype: Document

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