(404D)- OPERATIONS STRATEGY

1. OPERATIONS STRATEGY & COMPETITIVENESS: World of operations in 2020 – Operations Management in the organizational chart - Operations as a service – Historical role of Operations Management – Current perspectives. Operations Strategy and Competitive dimensions – Operations and Corporate -Strategy – Strategic Fit – A framework for Operations Strategy in Manufacturing, Services.
2. ROLE OF MANUFACTURING /OPERATIONS IN BUSINESS STRATEGY: Value as business concept – strategic issues in manufacturing – Value Chain concept Focus, core competence and distinctive capabilities – stake holders & strategy
3. METHODOLOGY FOR DEVELOPING OPERATIONS STRATEGY: Checking markets, Outcome of Market debate – Linking manufacturing to Markets – strategic integration – why products sell in the markets – Order Winners, Order Qualifiers.
4. DYNAMIC MARKETS & GENERIC STRATEGIES: Technology strategy – Issues in New Product development Time to market – strategic nature of process – Business implication of Process choice – Hybrid Process.
5. PRODUCT /SERVICE PROFILING: Procedure – company or plant based profiles – decisions for product reallocation – down sizing – Capacity decisions. Progression & Regression.
6. OPERATIONS STRATEGY IMPLEMENTATION: Evaluating various trade offs alternatives – Focused manufacturing – Product or process focus – Make or Buy – merits /demerits – value chain approach – just in time – lean manufacturing – Quality as strategic factor – CAD/CAM/CIM. Delivering Value to customer.
7. MANUFACTURING INFRASTRUCTURE DEVELOPMENT: Importance , issues involved – organizational issues operational approaches to improving delivery system, controlling operations – key performance Indicators, PQCDSM.
8. INVESTMENTS DECISIONS: Linking investments to Product life Cycle and Risk reduction – fast market feed back – use of IT – organizational learning – Traditional accounting and financial perspectives and operations strategy.