Operations strategy文档格式.docx
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Operations strategy文档格式.docx
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Operationsstrategyisthepatternofdecisionsandactionsthatshapethelong-termvision,objectivesandcapabilitiesoftheoperationandwhichischosen,mandated,orstimulatedbytheoverallbusinessstrategy.(Lewis,2002)Theresponsibilityofoperationsstrategyincludesspecifyinghowcompanies’operationsandprocessescancontributetoitsoverallstrategy,transferringmarketrequirementsintoaprioritizedsetofoperationperformanceobjectives,whichdescribecustomerdemands.Ascommonsense,operationsaregenerallyregardedasdailycreationanddeliveryofgoodsandserviceandstrategyisanintangibleconceptionwhichoppositetotheday-to-dayactivities.However,here,operationsaretheresourcesthatcreateproductsandservices.(+bid)Operationsstrategymaynotinstantlyanddirectlybenefitthebusinessesbuthaveaprofoundlong-termeffectonthecompanies.Itwillnotonlyprovidetheorganizationswithadequatesupport,alsoisthekeyfactorforcompetitiveadvantage.Inthedynamicenvironment,anewoperatingabilitymaybequicklyerodedawaybyanothernewone.Nevertheless,thefactisthatdifferentiatingoperations-basedadvantagesarehardtoreplicateorimitateandslowtodiffuse,indeed,iswhatmakesitsovaluable.Inconclusion,operationsstrategiesarecontributedtocompanies’sustainabledevelopmentandcompetitivesuccess.That’sbecausethosecompaniescanachievesuccessinlongtermbyenablingtodosomekindofthingsbetterthantheircompaniescan,notjustbyadvancedfacilitiesortechnologies.
Operationsaddvalueforcustomersandendeavortomeetandsatisfycustomers’requirements.Therearefiveoperationperformanceobjectives,allofwhichwillaffectdecision-makingandcompetitiveness.
●Qualityisthemostvaluedobjectivethatfirmsandcustomersmaypayattentionto,becausecustomerspaymoney,alwaysnotonlyforgood-looking,butalsofortheusage.Productswithbetterqualityobviouslyattractmorecustomers,andalsohavealongerserviceablelife.
●Speedmeansdoingthingstimelinessevenfast.Themanufacturesaimtoreducetheleadtimeinordertominimizethecustomerreceivingtime.
●Dependabilityreferstoaproduct’smeantimeuntilfailureorbetweenfailures.Inotherwords,themeantimeuntilnextfailurethatneedstoberepaired,butnotreplaced.Everycustomerhopestheproducthaveastrongdependabilitysothattheydon’thavetoworryaboutitafterusinglongtime.Sobasically,themoredependabilityaproductsupplies,themoretrustcustomerswillgivetothisproduct.
●Flexibilityisalwaysthoughttobeveryimportantwhentheproductiscustomized,orthechangingforproductisveryfrequent.Firmswhichprovideflexibleproductobviouslyhavestrategicadvantagestotheircustomers,becausetheycanacceptcustomers’erraticchangeindemandmorequicklyandefficiently.
●Costisthemostfrequentobjectivethatfirmsneedtoconsider.Inthecontextofsimilarqualityorservice,firmswhichprovidethecompetitivelylowerpricethanotherswillhavestrategicadvantages.Ofcourse,consideringthelowercostofproduct,firmsarewillingtoacceptthetruththattheprofitmarginisalsoreduced.
Order-qualifierandOrder-winner
Theterms"
orderwinners"
and"
orderqualifiers"
werecoinedbyTerryHill.((Slack,2006)Orderwinnersarethoseaspectswhichareregardedasthevitalfactorsforbuyingtheproductorservice.Itisextremelyhelpfulforcompaniestogainmorebusinessandwinhigherreputation.Toalargeextent,that’sthereasonwhyacompanycouldgetastableoccupationinamarket.Qualifiersarethosethingswhicharegenerallyexpectedbycustomer.Theyaresuppliedwithsatisfiedcriterion.Inotherwords,orderqualifiersmaketheproductstayinthecompetitorlist,whileorderwinnersmakethefirmdefeatothercompetitors.Buttheconclusioncannotbedrawnthat,orderwinnerismore“important”thanorderqualifier,becausethey’retwodimensionsoftheproductcriteria.Withoutorderqualifier,productmayevenlosethechancetoinvolveincompetitions,whilewithoutorderwinnersproducthasnopossibilitytogetcustomers’orderssoastomakeprofits.
Orderqualifiersandorderwinnersmaybenotstableovertime.Thisiscausedbythechangingofmarketenvironmentovertime.Forexample,fashionmarketwhichisaquicklychangingindustry.Withincreasinglynewdesignofclothesandthechangingperceptionforpersonalization,requirementforclothesbycustomershavevaried.Priceandqualityusedtobefrequentorderwinnersinthepast.However,atpresent,justreasonablepriceandgoodqualitycan’tsatisfytheconsumers.Fashioncoluresandcharmingdesignarebecomingnewfavoritism.
Onthebasisoftheabove,theconclusioncannotbedrawnthatorderqualifierandorderwinnerarecloselyrelatedandmaytransformfromonetotheother.Theykeepthecompanyintherunningandmakesuretheproductcanwincustomer’sbusiness.
Inthefollowing,PrimarkandMarks&
Spencerwillbediscussedandcomparedastherepresentativeswithdifferentoperationsperspectiveinfashionretailingmaeketplace.
Primark
Currently,fastfashionisthenewfad.Justonlyafterseveralweekswhentheyfirstappearedonthecatwalk,thelateststylescanbesuppliedwiththeconsumers.Meanwhile,thepricemeansthattheycanwearacooljackettwiceormoreandthenthrowawayandgetanewone.ThisphenomenonmaybecausedbytheexpansionoflowvalueretailerslikePrimark.Itisrenownedforitslowpriceandvariedproducts.TheproductprovidedinPrimarkhasegregioussimilaritybetweenitemsonitsshelvesandthoseinhighfashionshop;
however,thepriceismuchcheaper.Primarkisbecominganewtrendinshopping.Thecheappricestheyoffermakeconsumptiondecision-makingmucheasierthanthoseinfashionshoplikeHouseofFraser.ThestrategyadoptedbyPrimarkisskillatspeed-to-market----replicatingnewtrendsforamassmarketinshortesttimeandatminimalpricewhichhasbeenanewfashioniconathighstreetsandmakingpopularamongmothers,teenagegirls.Itisstatedthatitsprofitsincreasedby30%in2006andsaleswereworthover£1billion.(TheGuardian,2006)
Primarkhasaclearpositioninthemarket.Itaimstoprovidecheaper,latestandstylishproducttocustomers.Therefore,whendecidingthecompaniesstrategy,beingcheaper,leanerandfasterbecomethekeyperformanceobjectives.Onlybewinneratthesethreeaspects,Primarkcangetcompetitiveprioritiesandachieveprofits.Leanproductioncouldbringtwobenefits:
thefirstistoimprovethespeedtomarket.Retailerscanrespondtocustomerpreferenceinrealtimeandgettingmorepreciseorders;
thesecondisthatifordermisjudgedandstockedinwarehouse,itcouldreducethecost.Atthemeanwhile,itisatoughtaskbetweensuppliersandbuyers.Infastfashion,forsuppliers,itneedsmuchmoreflexibleandresponsivereplytotheirbuyers.AccordingtooneSriLankanfactoryownerinterviewedbyOxfam(2004),
“in2005,thedeadlineswereabout90days...in2006,thedeadlinesfordeliveryareabout60days.Sometimeseven45...Theyhavedrasticallycomedown.”
Theserequirementsputalotofpressureonsuppliers.HowdoPrimarkpersuadethemtodothis?
InPrimark,suppliersareputincompetitionbyconstantlyjumpingwitheachotheraslongastheyfindacheaperorfasterone.NewtonResponsibleInvestment,aPrimarkshareholder,reportedthefollowinginNovember2005,
“KeytoPrimark'
sbusinessmodelisthesourcingofproductsfromthecheapestpossiblesupplier.Primarkhasusedhundredsofsupplierslocatedacrosstheworld.Relationshipswithsupplierscanbeshortandvariable,sometimesevenchangingmid-season.”(Newtonresponsibleinvestment,2005)
Thefollowingtable(LabourBehindtheLabel,2006)illustratesthenegotiationbetweenPrimarkandsuppliersintermsofPrimark’sperformanceobjectives.
Areasofnegotiation
Retailerpressuressupplierfor…
Cost
Pricedeductions
Reducingflexibilitythroughpricingmechanismlikeopen-bookaccounting
Speed
Shorteningleadtimes
Requiringjust-in-timedelivery
Imposingairdeliveryoffinesforlatedelivery
Flexibility
Makinglastminuteorderchanges
Ensuringthatthereisalwaystheoptiontoreduce,cancelorincreaseanorder
Risk
Using‘saleorreturn’terms
Negotiatingrebatesandprofitcontributionbasedonsalesvolume
Encouragingsupplierstoreducecostpriceonpromotionstohelpdrivevolume
Quality
Tighteningqualityspecifications
Imposingfinesfornon-conformingproducts
Inconclusion,cheappriceandhighflexibilityarethekeyfactorsforPrimarktoattractmorecustomers.
Marks&
Spencer
Foroveracentury,Marks&
Spencer(M&
S)isageneralandleadingretailerofsellingclothes,food,gifts,homefurnishingsandfinancialservices.Thecompanywasstartedin1884,whichwasfoundedatLeedsKirkgateMarketbyMichaelMarks.Recently,M&
Shasover450storeslocatedthroughouttheUK,additionally,thecompanyhas150storesinthewholeworld,including
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- Operations strategy