Operations Strategy

Frontmatter

Developing a view of strategic operations management

Frontmatter

Chapter 1. Emerging Characteristics of Value Creation and Delivery

Abstract

During the 1990s customer focus became more a reality rather than an ideology. Band (1991) reported on anticipatory comments by North American managers and consultants suggesting that successful businesses would be those which moved closer towards their customers.

David Walters

Chapter 2. Perspectives of Value

Abstract

The student will be able to:

• understand the importance of defining value in precise and ‘useable’ terms;
• use the concept of ‘value-in-use’ as a value-planning tool;
• identify and map customers’ ‘consumption chains’;
• develop a model for analysing customer value preferences and expectations.

David Walters

Chapter 3. Value as a Business Concept

Abstract

The student will be able to:

• understand the current view of the value concept and its implications for strategy decisions;
• research customer value issues using the value-in-use approach;
• explain the business concept of differentiation and cost management using customer value perception analysis.

David Walters

Chapter 4. Value Based Organisations: the Growth of Flexible Response and Virtual Organisations

Abstract

The student will be able to:

• understand the changes in the business environment and be able to assess their implications for a range of industries and businesses;
• understand the concept and structure of the virtual organisation;
• show awareness of the implications of the business environment on this form of organisation structure.

David Walters

Chapter 5. Supply Chains and Value Chains: Definitions, Characteristics, Differences and Directions

Abstract

The student will be able to:

• discuss the differences between the supply chain and the demand chain;
• identify the requirements for the design of a value chain structure.

David Walters

Chapter 6. Value Based Organisations: the Value Chain Approach

Abstract

The student will be able to:

• differentiate between alternative perspectives of value — the customer and the organisational views;
• discuss the importance of value-in-use as a concept for effective planning;
• understand the development of value chain theory and its application to strategic analysis.

David Walters

Chapter 7. Strategic and Operational Characteristics and Components

Abstract

The student will be able to:

• evaluate the knowledge, technology and relationship management ‘assets’ of an organisation;
• identify the value positioning and competitive advantage strategies of potential competitor value chain structures;
• investigate opportunities for creating competitive advantage by integrating knowledge, technology and relationship management;
• identify the value positioning and competitive advantage strategies of competitive value chains.

David Walters

Chapter 8. Corporate Value, Performance Management, Coordination and Control: Issues and Options

Abstract

The student will be able to:

• understand the role of stakeholders and stakeholder objectives in the value chain;
• apply the ‘balanced scorecard’ concept to value chain planning decisions;
• apply the balanced scorecard and strategy mapping to exploring and evaluating value chain alternatives.

David Walters

Chapter 9. Managing Customer Value and the Value Proposition

Abstract

The student will be able to:

• conduct research into customer value preferences and purchasing decisions;
• construct a customer value model and identify the important value drivers;
• formulate a value proposition.

David Walters

Chapter 10. Core Competencies, Key Success Factors, Value/Cost Drivers and Process Management

Abstract

The student will be able to:

• differentiate between core competencies and key success factors;
• determine the competencies/capabilities needed for success in a value chain structure;
• identify distinctive competencies/capabilities from reproducible competencies/capabilities;
• distinguish between competencies and key success factors;
• understand process management as a concept and its application to value chain management;
• derive value drivers within the value chain context.

David Walters

Chapter 11. Where Value Strategy and Value Operations Meet

Abstract

The student will be able to:

• develop a strategic operations model format for a business or collection of business partners;
• identify the value chain alternatives available to the organisation.

David Walters

Existing value chains

Frontmatter

Chapter 12. Industry Value Chains

Abstract

The student will be able to:

• identify the value chain structure operating at the industry level;
• construct an industry value chain comprising its organisation profile and its processes.

David Walters

Chapter 13. Corporate Value Chains

Abstract

The student will be able to:

• identify the value chain structure operating at the company level;
• construct a company value chain comprising its organisation profile and its processes.

David Walters

Chapter 14. Value and Value Chains in Healthcare

Abstract

The student will be able to:

• identify the value chain structure operating at the company level in a service organisation;
• construct the value chain comprising its organisation profile and its processes.

David Walters

Chapter 15. Value and Value Chains in Education

Abstract

The student will be able to:

• identify the value chain structure operating at the company level in a service organisation;
• apply the value chain model to service products and organisations.

David Walters

Configuring the value chain, structure and performance

Frontmatter

Chapter 16. Configuring the Value Chain: 1

Abstract

The student will be able to:

• comment critically on the future directions of operations management and strategic operations management;
• understand the importance of integrating and coordinating knowledge, technology and relationship management for effective value chain development and management;
• develop an appropriate performance planning and control model for application to value chain decision making.

David Walters

Chapter 17. Configuring the Value Chain: 2

Abstract

The student will be able to:

• explore market led opportunities that can be met with value chain structures;
• evaluate alternative value chain structures;
• decide upon an optimal value chain design that meets customer and corporate stakeholder expectations.

David Walters

Chapter 18. Case Study Exercises

Abstract

The student will be able to:

• identify the value chain structure operating at the company level;
• construct a value chain comprising its organisation profile and its processes.

David Walters

Backmatter