Operations Strategy – Level 1

KEY INFORMATION

  • Course Code: OPM101A
  • Duration: 1 week
  • Fee: £2675

COURSE OUTLINE

Developing Resources and Processes for Strategic Impact

  • Why is operations excellence fundamental to strategic impact?
  • What is operations strategy and how is it different from operations management?
  • What is the ‘content’ of operations strategy?
  • The operations strategy matrix
  • What is the ‘process’ of operations strategy?

Operations Performance

  • Operations performance can make or break any organisation
  • Judging operations performance at a societal level
  • Judging operations performance at a strategic level
  • Judging operations performance at an operational level
  • The relative importance of performance objectives changes over time
  • Trade-offs – are they inevitable?
  • Targeting and operations focus

Substitutes for Strategy

  • Fads, fashion and the ‘new’ approaches to operations
  • Total quality management (TQM)
  • Business process reengineering (BPR)
  • Six Sigma
  • Some common threads

Capacity Strategy

  • The overall level of operations capacity
  • The number and size of sites
  • Capacity change
  • Location of capacity

Purchasing and Supply Strategy

  • Do or buy? The vertical integration decision
  • Contracting and relationships
  • Which type of arrangement?
  • Supply network dynamics
  • Managing suppliers over time
  • Purchasing and supply chain risk

Target audience

  • Chief operations officers and chief executive officers
  • Operations directors and managers
  • Heads of departments
  • Senior operations executives, officers, and staff
  • Those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
  • Those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset.
  • Those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
  • Those who appreciate operations strategy as central, ubiquitous and vital to any organization’s sustained success.

Learning outcomes

Upon completion of this course, you will be able to understand:

  • The meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
  • How to judge the performance of operations.
  • A broad approach to assessing operations performance at a societal level that uses the ‘triple bottom line’ to judge an operation’s social, environmental and economic impact.
  • How operations performance can be judged in terms of how it affects an organization’s ability to achieve its overall strategy.
  • The more directly operational level aspects of performance – quality, speed, dependability, flexibility, and cost.
  • Three related aspects of performance that are fundamental to understanding operations strategy: how the relative importance of different aspects of performance changes over time; how performance objectives trade off against each other (do improvements in some aspects of performance necessarily mean a reduction in the performance of others?); and how exceptional performance levels can be reached by focusing on a limited set of objectives and exploiting the trade-offs between objectives.
  • Some ‘new approaches’ to operations and the extent to which they can be seen as ‘strategic’, as well as how they fit into operations strategy.
  • The principles behind how operations configure and reconfigure their capacity.
  • Purchasing and supply decisions as a critical set of operations strategy decisions.

WHAT IS INCLUDED:

  • 30 hours of classroom-based training
  • Apple iPad
Program taught in:
English

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Last updated September 22, 2018
This course is Campus based
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Aug 5, 2019
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Full-time
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