Operational Strategy Business Plan

Operational Strategy Business Plan-42
It should be noted that a firm's position on the product-process matrix is a controlling factor for the manufacturing mission and the firm's competitive priority or priorities.Details relative to each distinctive competency are provided, along with the implications of each and some examples.Most firms share access to the same processes and technology, so they usually differ little in these areas.

It should be noted that a firm's position on the product-process matrix is a controlling factor for the manufacturing mission and the firm's competitive priority or priorities.Details relative to each distinctive competency are provided, along with the implications of each and some examples.Most firms share access to the same processes and technology, so they usually differ little in these areas.

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All decisions made relative to system design, planning, control and supervision must aim at accomplishing the manufacturing mission.

As such, the manufacturing mission is the principal driver of the operations function and gives it its reason for existence.

After collectively considering the products and services demanded by customers, strengths and weaknesses of competitors, the environment, and the firm's own strengths, weaknesses, cultures, and resources, proficient firms can formulate their vision as expressed through the mission statement.

This statement expresses the organization's values and aspirations; basically its reason or purpose for existence.

The set of KSFs that are delegated totally or substantially to the operations function has been termed the manufacturing mission.

It represents what top management expects from operations in terms of its strategic contribution.

Industries have characteristics or strategic elements that affect their ability to prosper in the marketplace (i.e., attributes, resources, competencies, or capabilities).

The ones that most affect a firm's competitive abilities are called key success factors (KSFs).

These KSFs can be related to technology, operations, distribution, marketing, or to certain skills or organizational capability.

For example, the firm may derive advantages from superior ability to transform material or information (technology or operations), to quickly master new technologies and bring processes online (technology or organizational capability), or to quickly design and introduce new products, service a broad range of products, customize products or services on demand, or provide short lead times (skills).

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