OS-P11

OS-P11
PGDM 2011-13: Term-V

Course Name: Operations Strategy

Credits	1.5
Faculty Name	Dr. Ranjan Ghosh
Program	PGP
Academic Year and Term	2012-13, VI Term

1. Course Description
The course starts with a framework to formulate and analyze operations strategy. The word strategy in the context of this course has two connotations: formulating an operations strategy or long-term plan, and making strategic or vital operational decisions. The course has three parts: (1) strategy and operations, (2) the resource view: tailoring real assets, (3) the process view: tailoring activity networks. This elective builds on the foundation courses in operations, finance, economics, and strategy to study the impact of operations on the overall business strategy.

2. Student Learning Outcomes

· Be able to understand the role of operations strategy in creating and delivering value to customers so that the firm can gain sustainable competitive advantage.
· Be able to learn how operations strategy can add value by tailoring a set of core principles to a specific business practice.
· Be able to understand how operations strategy impacts the net present value of the firm.

3. Required Text Books and Reading Material

Text Book:
Slack, N. and M. Lewis, Operations Strategy, Pearson India, 2009.

Reading Material: Cases

American Connector Company (A), HBS Case No. 9-963-035

Eli Lilly: the Flexible Facility Decision (1993), HBS case No. 9-694-074.

Operations Strategy at Galanz, Ivey School of Business, Univ of W. Ontario, Case No. 910D05

Seven-Eleven Japan Co. , Kellogg School of Mgmt, North Western Univ, Case No. KEL026

Hewlett-Packard Company: DeskJet Printer Supply Chain (A) & (B), GS-3A, GSB,

Stanford University.

Innovation at Mahindra & Mahindra (A)”, HBS case No. 9-609-065, 2009.

ITT Automotive: Global Manufacturing Strategy, HBS case No. 9-695-002, 1996.

4. Tentative Session Plan

Session Number
Topics/Activities
Reading/case list etc.

1
* Introduction and Framework of Operations Strategy * Tailoring it for specific situations
To be furnished later

2
* Different approaches for achieving competitiveness * Competing on Costs; Competing on Quality
”

3
* Competing on Features and Innovativeness * Competing on Availability & Time-based Strategies
”

4
* The Resource view: Asset Strategy * Capacity types and flexibility
”

5
* Capacity expansion and timing * Case Analysis
”

6
* Capacity location * Global Networks and Off-shoring
”

7
* The Process View * Strategic Sourcing and Supplier Relations
”

8
*Supply Management: TOC and Supplier Economics * Contracting
”

9
* Risk, Improvement and Innovation * Innovation processes
”

10
* Power and Control and the Technology Supply Chain * Moving up the Value Chain in Outsourcing * Global Cost Competitiveness
”

5. Evaluation

Cases (Written Analysis) …….. 20%

Project Work ………. 20%

Quiz ………… 10%

Class Participation ……….. 10%

Final Examination ……….. 40%

6. Academic Integrity

Created By: Debasis Mohanty on 10/27/2012 at 10:22 AM
Category: PGDM-II Doctype: Document

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Session Number	Topics/Activities	Reading/case list etc.
1	* Introduction and Framework of Operations Strategy * Tailoring it for specific situations	To be furnished later
2	* Different approaches for achieving competitiveness * Competing on Costs; Competing on Quality	”
3	* Competing on Features and Innovativeness * Competing on Availability & Time-based Strategies	”
4	* The Resource view: Asset Strategy * Capacity types and flexibility	”
5	* Capacity expansion and timing * Case Analysis	”
6	* Capacity location * Global Networks and Off-shoring	”
7	* The Process View * Strategic Sourcing and Supplier Relations	”
8	Supply Management: TOC and Supplier Economics Contracting	”
9	* Risk, Improvement and Innovation * Innovation processes	”
10	* Power and Control and the Technology Supply Chain * Moving up the Value Chain in Outsourcing * Global Cost Competitiveness	”