Operations Strategy
Description
"Sets the standard for excellence in the field and distinguishes itself as a truly vital and comprehensive book within its domain. The book is enriched by numerous real-world and up-to-date examples, along with insightful case studies, ensuring that the readers gain a holistic understanding of the subject."
Dr Arijit Bhattacharya, Associate Professor
in Operations & Supply Chain Management, Norwich Business School, UEA
Operations Strategy, 7th edition encourages a thorough understanding of the topic, building on concepts from strategic and operations management to marketing and HR management.
The way an organisation manages their operations strategically can have a huge impact on its prospects whether large or small, service or manufacturing, for-profit or not-for-profit, international or local. Operations strategy is fundamental to the success of any organisation and a major source of competitive advantage.
The text encourages you to explore the key strategic decisions adopted by a wide range of organisations in different sectors, and is ideal for MBA students, upper-level undergraduates, postgraduates and executives.
"Slack and Lewis have approached the ethical, societal, and environmental issues affecting business operations strategy in a post-pandemic world, with a blend of new chapters and contemporary case studies based on both external and internal contexts an essential item for any serious Operations Strategy resource list."
Jamie Rundle, Senior Lecturer in Management,
Nottingham Business School, UK
New to this edition:
- More on responsible and sustainable operations brings the book up to date with recent developments, showing how operations impact social, ethical, and environmental issues.
- Increased emphasis on risk in operations strategy and the importance of external and internal context.
- Updated with several new examples throughout now including an even wider range of different types of organisation.
- Four new case studies (bringing the total to 18) explore real-life practical applications to use in class or individually to ground theoretical concepts: House Partnerships at Concept Design Services, IKEA Looks to the Future, Kaston-Trenton Services, and computer game development at Widescale Studio.
"To me, the textbook of Slack and Lewis is the best in the field of Operations Strategy."
Jan de Vries, Professor of Operations Management,
University of Groningen, The Netherlands
More details
Other editions
Additional editions
Previous edition
Persons
Nigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick Business School, Honorary Professor at Bath and Birmingham Universities, and Honorary Fellow of the European Operations Management Association.
Michael Lewis is a Professor of Operations and Supply Management at Bath School of Management.
Content
- Introduction
- 1.1 Why is operations excellence fundamental to strategic success?
- 1.2 What is operations strategy and how is it different from operations
- management?
- 1.3 How should operations strategy reflect overall strategy (top-down)?
- 1.4 How do the requirements of the market influence operations
- strategy (outside-in)?
- 1.5 How can operations strategy learn from operational experience
- (bottom-up)?
- 1.6 How can the intrinsic capabilities of an operation's resources
- influence operations strategy (inside-out)?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 2.1 What is the difference between the context', content' and the
- process' of operations strategy?
- 2.2 What is the context of operations strategy?
- 2.3 What is the content of operations strategy?
- 2.4 What is the process of operations strategy?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 3.1 What is meant by operations performance?
- 3.2 How is operations performance judged at a societal level?
- 3.3 How is operations performance judged at a strategic level?
- 3.4 How is operations performance judged at an operational level?
- 3.5 Does the relative importance of performance objectives vary over time?
- 3.6 Do operations performance objectives trade-off against each other? 3.7 What are the advantages and disadvantages of focused operations?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 4.1 What is responsible operations strategy?
- 4.2 How does the environmental dimension of responsibility affect
- operations strategy?
- 4.3 How does the social dimension of responsibility affect operations
- strategy?
- 4.4 How does the economic dimension of responsibility affect
- operations strategy?
- 4.5 How does the stakeholder dimension of responsibility affect
- operations strategy?
- 4.6 How does the voluntariness dimension of responsibility affect
- operations strategy?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 5.1 What is capacity strategy?
- 5.2 How much capacity should an operation have?
- 5.3 How many separate sites should an operation have?
- 5.4 What issues are important when changing capacity levels?
- 5.5 What tasks should be allocated to sites?
- 5.6 Where should capacity be located?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 6.1 What is purchasing and supply strategy?
- 6.2 What should we do and what should we buy?
- 6.3 How we buy: what is the role of contracts and/or relationships?
- 6.4 How do we manage supply dynamics?
- 6.5 How do we manage supply networks over time?
- 6.6 How do we manage supply chain risks?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 7.1 What is process technology strategy and why is it becoming
- more important?
- 7.2 How can process technology be characterised?
- 7.3 How do market volume and variety influence process technology?
- 7.4 How can process technology be evaluated strategically?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 8.1 What are the different approaches to improvement?
- 8.2 How do the needs of the market direct the ongoing development
- of operations processes?
- 8.3 How can the ongoing management and control of operations be
- harnessed to develop their capabilities?
- 8.4 What can operations do to deploy their capabilities into the market?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 9.1 What is the relationship between innovation, design and creativity?
- 9.2 Why is the way in which companies develop their products and
- services so important?
- 9.3 What process do companies use to develop products and services?
- 9.4 How should the effectiveness of the product and service development
- process be judged in terms of fulfilling market requirements?
- 9.5 What operations resource-based decisions define a company's
- product and service development strategy?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 10.1 What is the formulation' of operations strategy?
- 10.2 What is involved in maintaining alignment over time?
- 10.3 What analysis is needed for formulation?
- 10.4 What is operations strategy implementation?
- 10.5 Who can be responsible for implementation? Summary answers to key questions
- Further reading
- Notes on the chapter
- Introduction
- 11.1 What are the differences between operational and strategic
- monitoring and control?
- 11.2 How is progress towards strategic objectives tracked?
- 11.3 How can monitoring and control attempt to control risks?
- 11.4 How does learning contribute to strategic control?
- Summary answers to key questions
- Further reading
- Notes on the chapter
- List of case studies
- Aarens Electronic
- Aztec Component Supplies
- Clever Consulting
- Delta Synthetic Fibres (DSF)
- Developing Savory Rosti-crisps' at Dreddo Dan's
- Design house partnerships at Concept Design Services
- Disneyland Resort Paris
- Dresding Medical
- Hagen Style
- IKEA looks to the future
- Kaston-Trenton Services (KTS)
- McDonald's: half a century of growth
- Ontario Facilities Equity Management (OFEM)
- Slagelse Industrial Services (SIS)
- Turnround at the Preston Plant
- Widescale Studio and the Fierybryde development
- Zara's operating model
- Zentrill