WM9F2-15 Operations Strategy for Industry
Introductory description
This module is designed to give an insight as to how organisations create strategic operations capabilities, and to how organisations govern and manage operations resources and processes both strategically and sustainably. Without question, products and/or services are a visible manifestation of any organisation, and by which they are ultimately judged. Organisations only continue to exist if they meet their customers' (and/or consumers’) requirements and needs. Therefore, organisations can only deliver and satisfy these requirements and needs through an effective operations strategy that governs all operational activities in a sustainable way.
Module aims
The primary purpose of this module is to provide the student with advanced knowledge and a comprehensive understanding of how developing an effective operations strategy can make a difference with regard to sustaining a long-term competitive advantage for any organisation; part of this aim is to develop the student’s capability to apply the operations strategy formulation process in an organisational context, via various simulations and an In-Module Assessment during the module, and a Post-Module Assessment at the end.
Outline syllabus
This is an indicative module outline only to give an indication of the sort of topics that may be covered. Actual sessions held may differ.
- Evolution of manufacturing and the journey to World Class.
- Integration of operations strategy with business strategy.
- Operations strategy formulation processes.
- Tools & techniques for operations strategy decisions.
- Outsourcing strategy.
- International manufacturing/operations.
- Designing business processes.
- Performance measurement in an operations environment.
- Implementation issues.
- Practical examples of strategy formulation.
- Academic and company case studies.
Learning outcomes
By the end of the module, students should be able to:
- Critically discuss the relevance and significance of the fundamental principles, theories, and concepts of operations strategy for an organisation.
- Critically evaluate key strategic decisions areas, capabilities (strategic and operational), and competitive positioning of an organisation to improve, or sustain, long-term competitive advantage.
- Critically compare and appraise the tools and techniques used to manage and measure the implementation of an operations strategy for an organisation.
- Critically analyse and formulate arguments around key factors involved in the managing and controlling of capabilities (strategic and operational), resources, and processes.
- Apply appropriate research, reflection, problem-solving, and decision-making skills to provide effective operations strategy solutions to real-life operational problems.
Indicative reading list
“Operations Strategy”, Slack N & Lewis M, Pearson, 2020
"Strategic Marketing Management", Chernev A, Crebellum Press, 2014
“Operations Management”, Slack N & Brandon-Jones A, Pearson, 2019
"Operations and Process Management: principles and practices for strategic impact", Slack N & Brandon-Jones A, Pearson, 2021
“Operations Strategy; Design, Implementation & Delivery”, Hill, A, Palgrave, 2018
“Essential Operations Management”, Hill, A, Palgrave, 2018
“Manufacturing Strategy: How to Formulate and Implement a Winning Plan”, John Miltenburg, Productivity Press, Second Edition, 2005
“The Balanced Scorecard”, Kaplan, R.S. and Norton, D P, Harvard Business School Press, 1996.
“Operations, Strategy & Technology; Pursuing the Competitive Edge”, Hayes R, Pisano G, Upton D & Wheelwright S, Wiley, 2005
“New Wave Manufacturing Strategies”, J Storey (Editor), Paul Chapman Publishing, 1994
“Competitive Manufacturing: A Practical Approach to the Development of a Manufacturing Strategy”, DTI, IFS, Bedford, 1988.
“Manufacturing: the Formidable Competitive Weapon”, Skinner W, Wiley, 1985.
"The Machine that Changed the World", Womack J P, Jones ,D T, Roos D, Rawson Associates, 2007
“Strategy Safari: The Complete Guide Through the Wilds of Strategic Management”, Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, Financial Times Publishing, 2009
View reading list on Talis Aspire
Subject specific skills
The subject specific skills are: knowledge of operations strategy and key strategic decision areas; formulation of operations strategy and organisation capabilities; practical application of operations strategy; practical application of operations strategy formulation tools and techniques.
Transferable skills
The transferable skills are: critical thinking, reflection, problem-solving, self-awareness, verbal and written communication, information/terminology literacy, presentation and organisational awareness.
Study time
| Type | Required |
|---|---|
| Lectures | 8 sessions of 1 hour 30 minutes (8%) |
| Seminars | 8 sessions of 1 hour 30 minutes (8%) |
| Supervised practical classes | 2 sessions of 1 hour 30 minutes (2%) |
| Online learning (scheduled sessions) | 4 sessions of 1 hour (3%) |
| Online learning (independent) | 59 sessions of 1 hour (39%) |
| Assessment | 60 hours (40%) |
| Total | 150 hours |
Private study description
No private study requirements defined for this module.
Other activity description
Throughout the 2 weeks running of the module, the module leader will facilitate, in his own time, x8 30 minute drop-in Q&A drop-in sessions. These drop-in Q&A sessions are purely "optional" for all students to attend, and take place at the end of various days whereby questions will be discussed, debated and answered.
Costs
No further costs have been identified for this module.
You must pass all assessment components to pass the module.
Assessment group A
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
| Post-Module Assessment | 80% | 50 hours | Yes (extension) |
|
PMA of an upper word limit of 3,200 words is worth 80 marks of the 100 marks awarded for the overall Module Assessment - all PMA applicable learning outcomes to be met. |
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| In-Module Assessment | 20% | 10 hours | No |
|
IMA (group presentation) worth 20 marks of the 100 marks awarded for the overall Module Assessment |
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Assessment group R
| Weighting | Study time | Eligible for self-certification | |
|---|---|---|---|
| PMA Resubmission | 80% | Yes (extension) | |
|
80 marks PMA - the resubmission IMA would be in the form of a written report with an upper word limit of 3,200 words - the reassessment PMA question will stay the same, all PMA applicable learning outcomes to be met - however, the case study organisation may change |
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| IMA | 20% | Yes (extension) | |
|
20 marks IMA - the resubmission IMA would be in the form of a written report with an upper word limit of 1000 words - all IMA applicable learning outcomes to be met. This report will detail how the student/their IMA group developed and proposed an Operations Strategy for the/a case study organisation. To set a resit IMA presentation, finding/allocating an appropriate time would be impractical due to Masters courses running through the academic year. |
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Feedback on assessment
Immediate oral feedback will be provided during/after all case study / practical seminar activities, as well as for the IMA (no marks awarded nor given at this point), which will be mapped against the learning outcomes for each specific case study / practical seminar session. Feedback will also be provided to questions that arise from students during any other "contact time" session.
Written feedback of approximately 150-250 words will be provided within four weeks, post-submission date, for the post-module assignment. Feedback will focus on the strengths of the submitted post-module assignment and mapped against the learning outcomes, and the post-module assignment marking guidelines for the module also. In addition, constructive suggestions for improvement will be provided.
Courses
This module is Optional for:
- Year 1 of TWMS-H1SD Postgraduate Taught Supply Chain and Logistics Management (Full-time)