LEADER 06485nam 2200553 450 001 9910153255703321 005 20230807205059.0 010 $a1-292-01782-1 035 $a(CKB)2670000000598514 035 $a(SSID)ssj0001456685 035 $a(PQKBManifestationID)12614397 035 $a(PQKBTitleCode)TC0001456685 035 $a(PQKBWorkID)11435611 035 $a(PQKB)11501428 035 $a(MiAaPQ)EBC5138782 035 $a(Au-PeEL)EBL5138782 035 $a(CaONFJC)MIL697629 035 $a(OCoLC)908722821 035 $a(EXLCZ)992670000000598514 100 $a20140910d2015 uy| 0 101 0 $aeng 135 $aurcnu|||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aOperations strategy /$fNigel Slack, Michael Lewis 205 $aFourth edition. 210 1$aHarlow, England ;$aNew York :$cPearson,$d2015. 215 $a1 online resource (478 pages) 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a1-292-01779-1 311 $a1-322-66347-5 320 $aIncludes bibliographical references and index. 327 $aCover -- Title -- Copyright -- Contents -- List of figures, tables and exhibits from case studies -- Preface -- Acknowledgements -- Publisher's acknowledgements -- Chapter 1 Operations strategy - developing resources and processes for strategic impact -- Introduction -- Why is operations excellence fundamental to strategic success? -- What is strategy? -- What is operations strategy and how is it different from operations management? -- What is the 'content' of operations strategy? -- The operations strategy matrix -- What is the 'process' of operations strategy? -- How is operations strategy developing? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 2 Operations performance -- Introduction -- Operations performance can make or break any organisation -- The five generic performance objectives -- The relative importance of performance objectives changes over time -- Trade-offs - are they inevitable? -- Targeting and operations focus -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 3 Substitutes for strategy -- Introduction -- Fads, fashion and the 'new' approaches to operations -- Total quality management (TQM) -- Lean operations -- Business process reengineering (BPR) -- Six Sigma -- Some common threads -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 4 Capacity strategy -- Introduction -- What is capacity strategy? -- The overall level of operations capacity -- The number and size of sites -- Capacity change -- Location of capacity -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 5 Purchasing and supply strategy -- Introduction -- What is purchasing and supply strategy? -- Do or buy? The vertical integration decision -- Contracting and relationships -- Which type of arrangement?. 327 $aSupply network dynamics -- Managing suppliers over time -- Purchasing and supply chain risk -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 6 Process technology strategy -- Introduction -- What is process technology strategy? -- Process technology should reflect volume and variety -- The product-process matrix -- The challenges of information technology (IT) -- Evaluating process technology -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 7 Improvement strategy -- Introduction -- Operations improvement -- Setting the direction -- Importance-performance mapping -- Developing operations capabilities -- Deploying capabilities in the market -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 8 Product and service development and organisation -- Introduction -- The strategic importance of product and service development -- Key questions -- Product and service development as a process -- A market requirements perspective on product and service development -- An operations resources perspective on product and service development -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 9 The process of operations strategy - formulation and implementation -- Introduction -- Formulating operations strategy -- What is the role of alignment? -- What analysis is needed for formulation? -- The challenges to operations strategy formulation -- How do we know when the formulation process is complete? -- What is operations strategy implementation? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Chapter 10 The process of operations strategy - monitoring and control -- Introduction -- What are the differences between operational and strategic monitoring and control?. 327 $aHow is progress towards strategic objectives tracked? -- How can the monitoring and control process attempt to control risks? -- How does learning contribute to strategic control? -- Summary answers to key questions -- Further reading -- Notes on the chapter -- Case studies -- 1. McDonald's: half a century of growth -- 2. Disneyland Resort Paris -- 3. Carglass®: building and sustaining a customer-centric organisation -- 4. Hartford Building Society: to measure, or not to measure? -- 5. Ocado versus Tesco.com -- 6. Zara's operating model -- 7. Delta Synthetic Fibres (DSF) -- 8. Turnround at the Preston plant -- 9. IDEO: service design -- 10. Slagelse Industrial Services (SIS) -- Index. 330 $aA clear, well-structured and interesting insight into the more advanced topic of Operations Strategy.  Building on concepts from strategic management, operations management, marketing and HRM, this text encourages a thorough understanding of Operations Strategy in a variety of businesses and organisations. Ideal for Advanced Undergraduate and Postgraduate students, this book builds on concepts from Strategic Management, Operations Management, Marketing and HRM to give students a comprehensive understanding of Operations Strategy. 606 $aProduction management 615 0$aProduction management. 676 $a658.5 700 $aSlack$b Nigel$0595336 702 $aLewis$b Michael$f1969- 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910153255703321 996 $aOperations strategy$92882163 997 $aUNINA