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Chapter 2

GMS 401 Chapter Notes - Chapter 2: Strategic Planning, Workforce Productivity, Business Process

Global Management Studies
Course Code
GMS 401
Robert Meiklejohn

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GMS – Chapter 2 – Competitiveness, strategic planning, and productivity
Competitiveness – ability and performance of an organization in the market compared to other
organizations that offer similar G or S
Strategy – the long term plans that determine the direction an organization takes to become
Strategic planning – the managerial process that determines a strategy for the organization
Productivity is a measure of how efficiently the resources are being used
Key purchasing material – the major elements influencing a purchase: price, quality, variety
and timeliness
Other purchasing factors include customer service and convenient location
Value = quality, timeliness, etc. / price
Order qualifiers – purchasing criteria that customers perceive as minimum standards of
acceptability to be considered for purchase
Order winners – purchasing criteria that cause the selling organization to be perceived as
better than the competition
Competitive priorities – the importance given to operations characteristics: cost, quality,
flexibility, and delivery
Strategic planning
Mission – where the organization is going now, its products and markets
Vision – where the organization desires to be in the future
Values – shared beliefs of the organization’s stakeholders
Mission/vision provides a general direction for an organization and should lead to
organizational goals. An objective is a specific goal containing numerical values
Tactics – medium-term plans used as components of a strategy
Action plan – a medium or short-term project to accomplish a specific objective, assigned to an
individual, with a deadline and the resources needed
Operations strategy – comprises a set of well coordinated policies, objectives and action plans,
directly affecting the operations function, which is aimed at securing a long term sustainable
advantage over the competition
Nine strategic decision categories: facility, capacity, vertical integration/outsourcing, supplier
relationship/partnership, product mix and new products, process types and technology, human
resources, quality, operations infrastructure and systems
Generic operations strategies: low labour cost strategy, scale based strategy (higher
productivity, lower unit costs), focused factories strategy (narrow product lines, specialization),
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