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Management (865)
MGM101H5 (376)
Chapter 13

Chapter 13 Notes.docx

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Department
Management
Course
MGM101H5
Professor
Dave Swanston
Semester
Fall

Description
Chapter 13 Notes – Operations - Operations Management o About the ability of a company to control and/or improve its business processes o Operations, combined with organization’s capital assets, enable strategic outcomes to be actualized Responsibilities of Operations Managers - Operations Management; effective design, development, and management of the processes, procedures, and practices embedded within organization’s business system for purpose of achieving its strategic intent - Process Management; design/development of work flow and connectivity of transformation requirements needed to ensure that organization’s products and services are efficiently produced and effectively delivered to marketplace o Looks at specific tasks that need to be accomplished by organization and orders them to result in most effective and efficient work flow - Supply Chain Management; management of interdependencies among suppliers, manufacturers and distributers. o Seeks to develop terms and conditions that enable all parties to effectively meet obligations to one another - Product/Service Management; refers to variety of activities that take place with design and development of potential new products in R&D and extend to post-purchase support of products/services now in hands of customers o Supporting product modifications, enhancements o Decisions relating to functionality, durability, and performance Organization’s Value Chain - Value Chain Analysis o Concept proposed by Michael Porter of Harvard (1985) o Managers should seek to make decisions across chain’s activity areas in manner that contributes positively to overall value of products/services being produced or offered o Benefit of decision would out weight cost associated with it; enhancing its value - Value Max; refers to maximizing benefits (price/quality comparison) that individual or set of customers will realize as result of using a product/service - Primary Activities; relate to specific activities through which development and transformation of product/service occurs as it is produced and delivered to marketplace o Inbound Logistics; refers to management of supplier relationships relating to those parts/components or finished products o Operations; refers to manufacturing and/or product change processes set up to ensure that the final product the organization is manufacturing or handling is ready for marketplace o Outbound Logistics; refers to getting finished product to customer via distribution channel that is accessible, convenient, and able to minimize stock outs and other sales impediment factors  Getting the product to the right place at the right time  Distribution method that is accessible, convenient  Focus on warehouse needs, inventory management activities, transportation o Marketing and Sales; refers to those activities that create profile and awareness for organization’s products, services, or brands, and benefits derived from acquisition and use of such products or services o Customer Service; refers to support provided to customers before, during, and following purchase process Value Chain Analysis; Support Activities - Support Activities; areas within organization that are not directly associated with actual processes the organization uses to produce products and/or deliver services but that are an integral part of support structure the primary activities rely on to successfully execute
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