Operations Strategy Review and Analysis

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Table of Contents

Introduction
Operation Strategy: Content and Process Aspects
Developing and Implementing Operations Strategy
Conclusion
References

Introduction

Many successful organisations implement powerful strategies that ensure that their customers get the intended services or goods in a timely manner. The presence of effective leadership creates the best opportunity for pursuing goals, acquiring raw materials and adding value to all stakeholders. Operations strategy (OS) is a critical concept that can take a company from point A to B and maximise profitability. The purpose of this paper is to give a detailed analysis and description of the content and process of every OS. It will go further to present a detailed plan for developing and implementing OS in an organisation.

Operation Strategy: Content and Process Aspects

The concept of OS has become crucial for corporations that what to remain relevant in their respective industries and overcome competition. Waters (2008) defines it as any detailed plan specifying the procedures and utilisation of various resources that can support the implemented or targeted business strategy. Some of the outstanding aspects of OS include location of the organisation, size and the most appropriate facilities (Angus 2019).

Managers will go further to consider this attribute to recruit skilled workers, present the desired technology and create processes that can maximise performance. Control methods are also critical since they guide the entire process and ensure that emerging problems are identified in a timely manner (Stahl et al. 2016). This concept echoes the attributes of operations management (OM). This is the case since OM is aimed at planning, coordinating and organising activities that can create value and support the delivery of high-quality services and goods.

OS is subdivided into these two aspects or parts if it is to deliver the intended results: content and process. Bell and David (2015) indicate that content will focus on the unique decisions that organisational leaders consider to pursue the most appropriate strategy and promote performance. For instance, leaders will follow this aspect to decide who completes what roles, how procedures will be undertaken and what human resources and raw materials will be required to support the intended OS. More often than not, companies will have specific committees or boards that make actual decisions to influence operations and performance. With such inputs, it can be impossible for organisations to pursue their goals diligently and eventually emerge successful.

Process is the second aspect that determines the effectiveness, sustainability and success of every implemented OS. Hill and Hill (2017) define process as any procedure a given corporation adopts to formulate or pursue the intended strategy. This kind of framework tends to describe the stages or models that are guided by the content or decisions made. These two aspects will work synergistically to ensure that the adopted OS transforms performance and eventually delivers positive outcomes in a given firm.

Developing and Implementing Operations Strategy

Although OS is a powerful model for improving performance, business leaders should be able to develop and implement it effectively by focusing on the existing issues and anticipated goals. This is something critical since OS is intended to guide all structural aspects, decisions and operational capabilities that have to potential to give the company a competitive edge over its rivals and eventually add value to every customer (Hill & Hill 2011). Those in leadership positions should, therefore, develop the best OS for the organisation.

The first issue to consider when designing an effective OS is to focus on the intended core area. This approach is essential since a company will have to consider specific fields that have the potential to deliver the intended results. For instance, a given manager might decide to develop an OS that will improve competitiveness, transform final services or products, improve customer experience, or revolutionise the existing corporate strategy. With this kind of information, the first step is for such a leader to focus on the best content or decisions that resonate with the intended results (Hill 2005). The next step during the development process is to consider a number of tips.

For instance, he or she might examine how other companies are pursuing similar goals, develop a superior mission statement, determine how to improve competitiveness through continuous differentiation and conduct a strengths, weaknesses, opportunities and threats (SWOT) analysis (Wandiga, Kilika & James 2017). The acquired ideas will inform the most appropriate decisions and eventually support the development of a powerful strategy.

When it comes to implementation, companies should consider various issues that can support or disorient the entire process. Leaders can begin by introducing the most appropriate framework for undertaking the entire process. The right people, resources, devices and systems will be identified before launching the initiative. A change model is also needed to inform all stakeholders and present numerous ideas for OS implementation (Slack & Lewis 2017).

Managers should consider stakeholders’ views in order to reduce opposition. The process should also be informed by the established mission statement and corporate goals (Slack, Brandon-Jones & Johnston 2016). The concept of continuous monitoring is instrumental in addressing emerging challenges and ensuring that stakeholders’ demands are met.

Conclusion

The above discussion has identified OS as a critical process in any given corporation. It entails the formulation of evidence-based decisions and introducing frameworks that will add value to the targeted stakeholders. Business leaders should begin by examining the trends in the industry and the anticipated goals to develop befitting OS models. This will be followed by the involvement of all participants to implement it successfully and eventually deliver positive results.

References

Angus, RW 2019, ‘Problematic search distance and entrepreneurial performance’, Strategic Management Journal, vol. 10, no. 12, pp. 2011-2023.

Bell, G & David, J 2015, ‘What if corporate governance fostered executive dignity?’, Journal of Applied Business and Economics, vol. 17, no. 4, pp. 30-45.

Hill, A & Hill, T 2011, Manufacturing operations strategy, texts and cases, 3rd edn, Red Globe Press, New York, NY.

Hill, A & Hill, T 2017, Operations strategy: design, implementation and delivery, Macmillan International Higher Education, New York, NY.

Hill, T 2005, Operations management: strategic context and managerial analysis, MacMillan, New York, NY.

Slack, N, Brandon-Jones, A & Johnston, R 2016, Operations management, 8th edn, Pitman, Dublin, OH.

Slack, N & Lewis, M 2017, Operations strategy, 5th edn, FT/Prentice-Hall, New Jersey, NJ.

Stahl, GK, Tung, RL, Kostova, T & Zellmer-Bruhn, M 2016, ‘Widening the lens: rethinking distance, diversity, and foreignness in international business research through positive organizational scholarship’, Journal of International Business Studies, vol. 47, no. 6, pp. 621-630.

Wandiga, EN, Kilika, JM & James, R 2017, ‘Linking operations strategies with customer based competence and firm performance in the context of knowledge based intensive sector: a theoretical review’, International Journal of Business Management, vol. 12, no. 8, pp. 234-248.

Waters, D 2008, Operations strategy, Thomson, Stamford, CT.

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