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Assume the role of the Operations Manager for a company of your choice and, through working with relevant managers, prepare a report, for your Chairman and CEO, on Operations and Strategic Management
Assume the role of the Operations Manager for a company of your choice and, through working with relevant managers, prepare a report, for your Chairman and CEO, on Operations and Strategic Management effectiveness by addressing the following requirements:
Task 1
Explain and evaluate how operations management activities contribute to your organisation’s business strategy and customer demands. Within your response you should:
Explain the significance of the five performance objectives that underpin effective operations management and analyse the operations functions of a selected two selected organisation.
Assess the roles of staff and the different departments in your organisation when implementing the business strategy.
Select and evaluate SMART targets to use in monitoring progress of staff within the new strategy.
Construct and present the importance of personal development plans which cover:
§ Assessment of own skills and competencies
§ Identification of personal development needs
§ The importance of individual time management skills and ability to work with others
Evaluate and summarise key findings of the benefits of self-managed learning to individuals and their organisations.
Task 2
Explain and evaluate:
The quality of systems and operations in two selected organisations and identify possible improvements that may be made.
The role of organisational values (mission, vision, goals and competencies in strategy formulation and:
§ The factors to be considered when deciding strategic planning and the monitoring of that plan’s effectiveness and for a given organisation.
Carry out an environmental audit of a selected organisation and evaluate its strategic position, using PESTEL and 5 Forces analyses.
Use stakeholder analysis to identify stakeholder needs and the impact this has on the strategic position for the organisation.
Task 3
Explain and evaluate the contribution of information systems to procurement and supply chain efficiency in chosen organisations. Within your response, you should cover the advantages of e-procurement and IT systems for supply chain efficiency using a minimum of two other organisations for examples, as appropriate.
Word Count
Task 1 Presentation with notes and of 20 slides
Task 2 1500 words maximum
Task 3 1000 words maximum
Referencing and Professionalism
No plagiarism.
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******** ** ***** words organizational ****** ****** *** ********* *** *** existence of a **** ** well ** *** indications that **** ** ** ********** *** followed ** achieve *** ********** *** *** ***** of * corporation ******** ***** Baghel **** ****** *** ******* ****** *** ********** ********** *** ** ************ ** ******* ***** ** **** as ********* objectives *** instance ********* ******* and ****** statements ******* *** need ** ******* *** customers ******** the ******** ******* and ******** *** improve its brand ********* ** *** ****** Next *** values ** ** ************ help ** *** *********** of ********** that help ** accomplishing *** **** **** objectives *** ******** ****** *********** ******** ** ***** its ****** and ******* the ******** scores a *************** ******* ********* ******** satisfaction3 ******* to ** ********** **** ******** Strategic ******** *** Monitoring *** ************* ** * ************* ***** entail ********* *** *** ****** **** of the *********** ******** ** this ******* remain ** **** of engagement **** *** *** ********* ********** an entity Employee engagement ********* generates outputs that **** ** *** ************* ** * commitment ** ******* * **** ******** ***** ****** **** ****** **** ******* *** need *** ************* to ******* their ********* ** *** ******** ******* ** ***** strategies *** directions aimed at ******** ** organizationSecondly ********* ***** only ******* ******* **** ****** ** and *** **** communication ******* and ********** are integrated ****** * firm **** commences **** ************* within all levels ** *** ************ ********* **** *** employees *** *** management in *** planning process and *** ********* ** *** ***** (Perrin **** ****** Employees *** in **** case ***** ** ******* ***** input ** *** planning *** ********** ******* through ******** feedback ******* *** focus groupsTesco’s ********* **** ******** around the ****** ******* ** ******* new *** ********** products *** ******** of *** ******** and *** ************* ** *** departments ******* *** the ******* ** achieve this ** ******** *** **** to *** individuals *** ***** ******** ** work ** *** ********** and ******* *********** for *** success ** such initiatives (Perrin **** ****** ** this ****** it ** ******* **** ********** ** employees *** ***** ****** ** * ******* ** ********* planningLastly ************** cultures **** ****** * ******** ****** attitudes *** ******* ** employees ***** as ****** attributes ** *** development ** * ********* **** *** ********** ********** ** ***** where ********* ** ************* ******* ****** and see *** ************** of ****** processes **** the *********** ** ********* ***** *** ********** processes ***** ** ******** **** ******* thus ******** *** ************ ** ************** ******** ** ********* ******** *** monitoring ******* **** pp720)4 ********* ************* ***** *** *** Strategic ************* *** ** *** ** *** ******* ****** ** the ****** chain ************* ****** *** ******* ****** ********* environmental ***** that ******* its ********* *********** in *** ****** would ***************** ********* ******** ********** **** defines ********* ******** ********* and the firms ********* *********** UK’s stability *** *** ************** ********** ** the ******* The ******* *** ********* ** *** ****** systems **** ******** *** ******** *** ********** ** ******* retail stores1 ********* awareness ** *** ******* ***** ** ******** ****** *** ****** levels ** households *** *** inflation rates of *** UK ******** *** consumption ***** *** ******* ** ********** The ******* ****** of ******* ******** **** ********* reliable ***************************** *** varying ******** ********* ** *** ******** of ******* grocery products ********* by the *********** ** *** *********** *** changing *** ******** ********** *** *********** of ********** *** ******* of *** **** ** ************* *** behaviors and preferences ** ********** *** emergence of ****** ***** ********* and ********** ********* **** ** ********* and *********** **** consumers ** ********* ****** *** inclusion and integration ** ********** ** improving *** production ** ******* productsLegalEnvironment1 *** changing legislations2 ********* ** *********** ****** *** ********* ********* ********* directed ******* corporate ****** responsibility2 ************* concerns that include packaging and *************** *** PESTEL ******** of ************** AnalysisThe UK ** *** of *** ****** political ******* **** ****** in *** ************ sets regulations and ******* ** priorities ******* *** use ** a ************ and ******** approach ** *** ***** **** **** market is ********** ** ********* since ** is **** from ********** an ****** **** has ***** *** ****** to develop **** of *** *** ********** ** the ***** ******** ***** ** ** **** * ************ ******* that ******** *** ********** ****** **** difference races ****** ***** them ******* the entry of ****** ******** free trade agreements **** ***** ** ** partners ****** different ****** in the ***** *** ****** **** affected ***** *** *********** ******** ***** **** agreement *** also limited ***** ******* ********* ** ***** and ******** ******* *** ********** ****** *** ****** ** **** economies market *** however ***** ** ** ********** *** many entities *** *** ********* eyeing **** ************** **************** ** *** (2015) *** *********** of ******* ******** in *** UK ********* by 5% ***** **** and ** *********** to increase ** ***** ** ** annually over the **** few ***** ********* *** ****** in which this ********* ********** power relates to the ****** ** its *** thus ************ the **** **** *** ******** ***** ** ********* in **** ******* *** ** ******** ** ***** economies (pp12)Social ******* ** ************* ** *** ****** ******* ** is significant ** establish **** *** health *** ******** ** *** market **** increase *** ****** ** ********* who **** ****** ** consumer *** company’s ******* ** a result ** *** ********** health ******** ************ ****** ***** ******** ***** **** product **** **** in ********* *** consumers ********* *** in ******** * ******** ****** ******* ** *** ***** hand *** ******* ensures **** the ***** ********* *** **** influenced ** ********* this ******* ** ********** appropriate ********* **** ****** **** ** ******* such ******** ******************* ***************** **** *** ** ******** for ***** and ***** ************* ** ****** ********* kinds ** ******** ** *** ****** ********* ***** variants ** ***** ******** at low ***** (Challagalla ********* *** ** *** ********* factors ** *** ****** ***** ****** the ******* ******** is *** pace ** which ************* ******** *** ********* ** the industry ** aspect **** *** resulted ** *** development ** quality ******* ******** *** suitable *********** FactorsThe ** industry *** ********* ********* **** that *** ******* by *** companies **** ****** ** **** products ********* ***** ** * ****** ** this ******* ******* products ********* outlets *** required to ****** ** ***** **** ** imposing hygienic ********* ** ***** ********* *********** ******** *** *** impact to the strategic ******** of ** ************** ********** * stakeholder analysis firms **** ** ***** may **** ** ****** that their ************ are ****** **** **** **** ******* *** ********* ************ *** ******* ************ ******* individuals *** ******** ****** ** ****** while ********* stakeholders *** ***** *** have * ****** ****** ****** (Stakeholder analysis **** ****** ********* *********** ******** ***** **** ********** ********** *************** ************ ************ ********* ************ Employees• ****************** *************** ***** ********* *** ************* ***** *** ************* ************** Pressure *************** ************ as established in this **** **** *********** contributions ** *********** *** productivity *** profitability *** ******** ********* ******* ************ **** * role in the production *** *********** ** *** ************** ******** **** serving as the ********* for *** ********* ** *** company ************ ******** **** ****** ** *** ***** **** ********* ********* ************ **** * **** ** ensuring that *** ************ ******* ** *** ********** standards *** ******** ** a *********************************************************************** * ***** Baghel * **** ** ******** ** continuous ************ **** *** **** to the ***************** ******** 43(5):761-771Challagalla * ****** * * & Jaworski B **** Marketing ********* * *********** Based Approach to ******* ********* ******** ****** in ***** ******* ** ********* ***** ************ * ****** *************** *********** ************* ********** *** *** Product ******** * ********* ***** ******* ** ********* ********** ******* 14(1) *********** * * **** ********* *** Nonlinear ****** ** ************** *********** ** *** ******* Market Success Journal of Product Innovation ********** 32(2) 279-289 ************************** J * **** ********* ******** From *** ****** Up: * Unit ********* **** That ****** ************* ** Library Administration57(6) ******* ************************************* ** ***** ***** ** **** The ************ between *** ********* ******* *********** and innovation performance: an empirical ************** J **** *********** ****** 20(8): 901-918Stakeholder ******** ************ model) ******* ** * of Management Concepts ***** ****** ********** H **** ************** ********** *********** *** ***** ********** ******** (VCS) ***** ************* ******* ** ************** ********** 8(2) 6-20Task ******************** *** ****** Chain ************************ ************************************* ****************** ********************* Chain ********** ***** ***************************** ***** *** ********** ********** ******* procedures ****** ******* ******** *** ****** ** ******** *********** *** ********* from the ********* through ** intermediate **** ** the ********* Supply chain management (SCM) ************ ********** projected ** managing *** logistics ** business These logistical ********* ******* several ****** **** ******* around *** *********** of ******** warehousing the ******* ** *********** ************* *** lastly *** ************ and ***** ** ****** ** * **** (Kendrick 2016 ***** ********* ********* *** ** most ********* ****** ** multi-echelon ******** **** ********** ** the significance and ************* ** *********** ******* ** ** ******** ****** ***** ********* **** paper ***** to ***** ***** ** *** ************* ** ** ******* ** the ****** *** ***** *** *********** ********* efficiency ** Tesco to ********** *** benefits ** e-procurement ******* ** *** ************* ** these entitiesInformation Systems to *** *********** ***** SC ******* ** **************** ******* **** a significant **** ** improving *** ****** in ***** information ** ****** and *** organizations *********** in * ****** chain **** The rapid ********* and *********** of *********** ******* ********* ******* ******** ** an ** to ******* and disseminate ********** information ******** **** ******* in *** growth ** accuracy and *********** **** ** turn enhances *** *********** positioning of ****** ******** ** *** reduction ** stock **** *********** ** ******* lead ***** ******* ***** *** * ******* response ********* ******* ***************** ******** & ***** **** *********** Plc is *** ** *** leading brands in the ****** ***** conglomerates ****** *** British ****** ** is vital ** *** ***** **** *** ******** processes ** an ******** ****** ***** ********** ****** ****** involve upstream ********* *** *********** **** grocery retailers such ** ***** ****** ** *** forefront ** *** *** of ********** ** the ********** of ***** upstream ** ********* ** Distante ** ** (2014) ********* ******* **** *** **** ******* collaboration **** their suppliers ** as **** ** *** have ******** **** **** *** entity **** *** greatly **** ********** ************ ** *********** *********** systems is ***** *** ******* ******* ******** ** *** ** which ***** *** reputation ** *** ** *** **** ********** ******** ** *** *** of ** ************ *** managed ** *** *** electronic data interchange ***** ** ordering ***** *** ******** from *** suppliers *** *** ****** **** *** linked *** ************ **** ***** ** **** ********* ********* ********* consequently range **** small ***** **** ***** ******** that *** directly delivered to *** ******** stores ****** *** ***** ******* its ************* ******** **** ***** ** ********* ******* (Kendrick **** ***** The ********** data *********** ***** ****** enables Tesco’s suppliers ** **** an ************* of ***** ********* ******* ***** **** making *** ********** of suppliers in *** management of *** ****** ***** ****** ********** ** ******** *** availability ** ******** *** *** ********* of *** ******** *********** *** other hand ********* Information Exchange (TIE) ****** *** ******* established to ***** ** an ******** answer ** *** conglomerate as **** ** its crucial ********* especially in *** exchange ** ***** ******* **** *************** ********* *** ****** is considerably ********* ** *** ************* *** ******* ** ****** that ****** ********* the access to current ******** information The electronic-point-of-sale ****** data system ********* aids ** ******** *** ***** *** *** internal *********** ** other ********* ******* 2010 **** ** lieu ** *** ******** ********** *** company ************ *** ** ********** ***** *********** ****** **** ******** a ********* system also known ** *** (customer relationship management) CRM *** ******* ***** ** ********* their ********* ** ********** **** their purchasing *********** *** *** amount **** *** ******* ** ***** ** their ********* purchasesAdvantages ** ************* and ** ******* *** **** **************** *********** system also ******** to ** Sparks ****** as ************* typifies ** ********** *********** and supply ***** ********* ****** ** *** *** of ************** ************ *** ************ Given **** ************* ****** ** a ******** ** *** expansion ** the organizations ********** ******** ******** (ERP) ******* (pp8) **** consequently allows *** **** to ******** its ******** ********* *** ********* ***** ********* ** ****** that ********** *** *************** ** systems ** a ****** *********** ******** *** ** **** **** ** **** over *** ******* ** their *********** an ****** that ** ****** on *** **** to ******** *** ******* of ***** ******** in *** ******* ***** **** remains ********* ** *********** and ********* ***** ************* ******** ****** ** its ******* ** ******** ** the ********** ** e-procurement **** ************ ** ******** a service **** allows *** ********* ** find the ******* ****** ***** ****** ** ***** ********* *** ****** ***** on *** ******** ******* **** system *** **** ** easier *** *** ******** ********* to **** ** *** ******* *** ******* ***** concerns *** ********* *** ******* ** products **** allowing *** *** **** flow of information **** **** np) Given this ** ** vital ** affirm **** e-procurement ** ** *** case ** Wal-Mart ********* *** ******** relationship *********** *** developed ******* an ************ *** ***** customersMoreover Jetcom ** ******** ****** *********** on ******* *** ************ ************** Following ** *** footsteps ** ****** the organization **** at ******** *** customers * membership *** ***** ***** ***** ***** ******* ******* *** ******* ****** **** ** **** **** *** ******* ********* ***** **** *** ***** ****** ****** ** ***** of **** it ** evident that ************* plays a *********** role ** the reduction ** ***** an ****** **** is achieved when ** ****** ********* *** ****** ** *** ******** *** develops * well-structured ******** ************ as **** as the inclusion ** ****** ************ to ****** its ******** spending’s ***** ********** *** ******* of its ******** *********** ************ ** ****** ** ******* ********** Acumen **** ***** ****** ************* ******* ******** ******** ********* ** ****** a variety ** *** ***** **** ******* **** * ***** ******* ** ******** ******** **** via ** ****** ******** and *********** ****** **** ********* ******** *** procurement ****** ** a **** from ********** orders *** ******** to ******* ******** *** ******** relationsConclusionIn a nutshell supply ***** ********** ***** incorporates ********** ********* at ******** the ********* ** ******** *** ***** ********* *** *********** ** information ******* ****** entities ** an ** to acquire *** *********** electronic information promptly thus ******* in the *********** ** ******** *** reliability ReferencesAbt * **** Wal-Mart **** ****** to ***** NYC ********** *************** ***** Exclusive ****************** ** ****** ** ******* ********** Acumen 2016MMR33(18) ********** * ******* * ***************** * ******** * ***** ***** * **** Business ********* *********** to ******* usability in ********** ********************** ******** ************* ******* doi:101007/s10660-014-9149-0Kendrick * **** ******* ** Supply ****** 'Supply ***** and *** CEO'Logistics ***** ********* Focus18(3) 38-41Sparks * **** ****** Chain Management *** *************** ***** ****** International ************ ********
