Introductory description

The existence of a properly formulated and explicit strategy is essential to ensure the development and success of the business. In industrial companies, the operations strategy is a key element. Every company is in a unique and dynamic situation offering products and services with different order winning criteria. Consequently the philosophy of this module is to present a variety of frameworks, methods and examples of how operations strategy can be formulated and implemented in manufacturing and related industries.

Module aims

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:

• Define and explain Operations Strategy and how it integrates, aligns and interacts with other company strategies.
• Recognise the need to measure the performance of the operations strategy and identify suitable areas for measurement.
• Discuss and give examples of how Operations Strategy can be formulated for their different operating environments.
• Critically assess and evaluate company operations strategies and draw conclusions from the information.

Indicative reading list

“Operations Strategy”, Slack N & Lewis M; Pearson, Sixth Edition 2020
“Manufacturing Strategy; Text & Cases”, Hill, T, Palgrave, Second Edition 2000
“Manufacturing Strategy: How to Formulate and Implement a Winning Plan”, John Miltenburg,
Productivity Press, Second Edition, 2005
Kaplan, R.S. and Norton, D P. (1996) “The Balanced Scorecard”, 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.
“Operations Management”, Slack N, Chambers C & Johnson R; Financial Times/Prentice Hall, Third Edition 2001.
“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, 1990
“Strategy Safari: The Complete Guide Through the Wilds of Strategic Management”, Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel, Financial Times Publishing, 2001

View reading list on Talis Aspire

Subject specific skills

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, problem-solving, self-awareness, verbal and written communication, information/terminology literacy, presentation and organisational awareness