Operations Management Chapter 2 OM Strategy 第二章生产与运作战略
OM Strategy 第二章 生产与运作战略 Operations Management Chapter 2
生产运作战略:(美国蔡斯等)利用企业资 源所制定的各项企业政策和计划,最大限度的 支持企业的长期竞争战略。 生产运营战略:为支持和完成企业的总体 战略,对生产运营过程和生产运营系统的基本问题 所作的全局性重大谋划。 Operations Strategy is to setting a broad polices and plans through operations to best support company's competitive strategy
生产运作战略：（美国蔡斯等）利用企业资 源所制定的各项企业 政策和计划，最大限度的 支持企业的长期竞争战略。 • 生产运营战略： 为支持和完成企业的总体 战略，对生产运营过程和生产运营系统的基本问题 所作的全局性重大谋划。 Operations Strategy is to setting a broad polices and plans through operations to best support company’s competitive strategy
企业生存环境的变化 竞争重点的变化 价格 交货期 品种多样性 ·先进制造技术的发展 ·全球化经营的趋势
• 竞争重点的变化 – 价格 – 交货期 – 品种多样性 • 先进制造技术的发展 • 全球化经营的趋势 企业生存环境的变化
The value chain Business Strategy New Product Marketing Strategy Strategy Supply chain strategy Ne Marketing Product Operations)Distribution Service Development/ sales Finance, Accounting, Information Technology, Human Resources
The Value Chain New Product Development Marketing and Sales Operations Distribution Service Finance, Accounting, Information Technology, Human Resources Business Strategy New Product Strategy Marketing Strategy Supply Chain Strategy
Operations strategy Strategy Process Example Customer Needs More Product Corporate Strategy Increase org size Operations Strategy Increase Production Capacity Decisions on Processes and Infrastructure Build New Factory
Operations Strategy Strategy Process Example Customer Needs Corporate Strategy Operations Strategy Decisions on Processes and Infrastructure More Product Increase Org. Size Increase Production Capacity Build New Factory
ACHIEVING STRATEGIC FIT What is strategic fit? Competitive strategy The same goal Supply chain strategy
ACHIEVING STRATEGIC FIT • What is strategic fit? Competitive strategy Supply chain strategy The same goal
Achieving strategic Fit Understanding the Customer Lot size Implied Response time Demand Service level Uncertainty Product variety Price Innovation
Achieving Strategic Fit • Understanding the Customer – Lot size – Response time – Service level – Product variety – Price – Innovation Implied Demand Uncertainty
Attributes and Implied Uncertainty High Implied Low Implied Uncertainty Uncertainty Product margin ow High Average forecasterror 10% 40%~100% Average stockout rate 1%~2% 10%~40% Averageforced season-end 0% 10%~25% markdown
Attributes and Implied Uncertainty Low Implied Uncertainty Product margin Low Average forecast error Average stockout rate Average forced season-end markdown High 10% 40%~100% 1%~2% 10%~40% 0% 10%~25% High Implied Uncertainty
Levels of Implied Demand Uncertainty Detergent High Fashion Long lead time steel Emergency steel Customer need Price Responsiveness Low High Implied Demand Uncertainty
Levels of Implied Demand Uncertainty Low High Price Responsiveness Customer Need Implied Demand Uncertainty Detergent Long lead time steel High Fashion Emergency steel
Implied Demand Uncertainty Spectrum Low Somewhat Somewhat high uncertaint certainty uncertaint uncertainty Impliec-Demhand-Uncertainty Spectrum Purel Established New models Entirely Functional Goods ofexisting New products Products goods gasoline Crest New Ford Palmpilot toothpaste aurus
Implied Demand Uncertainty Spectrum Purely Functional Products Low uncertainty gasoline Established Goods New models Of existing goods Entirely New products Somewhat certainty Somewhat uncertainty High uncertainty Implied Demand Uncertainty Spectrum Crest toothpaste New Ford Taurus Palmpilot
