ch02_ISM[1] - CHAPTER Operations Strategy in a Global...

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6 2 CHAPTER Operations Strategy in a Global Environment D ISCUSSION Q UESTIONS 1. Global seems the better label for Boeing since authority and responsibility reside in the U.S.—the home country. 2. Six reasons to internationalize: Reduce costs, improve supply chain, provide better goods and services, attract new markets, learn to improve operations, attract and retain global talent. 3. No. Sweetness at Coca-Cola is adjusted for the tastes of indi- vidual countries. 4. A mission is an organization’s purpose—what good or service it will contribute to society. 5. Strategy is an organization’s action plan—how it is going to achieve its purpose. 6. A mission specifies where the organization is going and a Strategy specifies how it is going to get there. 7. The answer to this question will depend on the establishment studied, but should probably include some of the following con- siderations: The mission: diagnose automobile problems and make the neces- sary repair at a fair price for the local customer. Points to consider, or options, within the 10 decision areas are: Decision : Option : Product Repair work of American and/or foreign ve- hicles; specialized (tune-ups, lubrication, wheel alignment, etc.) versus general repair; frame and body repair versus engine and power train repair; repair and maintenance only, versus repair, maintenance, and sales of fuel; professional staffing versus rental of tools and space for do-it-yourself repair work Quality Appropriate level of quality; warranty; method of measuring and maintaining quality (customer complaints, inspection by supervis- ing mechanic, etc.) Process Use of general versus special purpose diag- nostic and repair equipment (in particular, the degree to which computer controlled diagnostic equipment is employed) Location In-town, shopping mall, highway Layout Single bay/multibay; general-purpose bay versus special-purpose bay (lubrication/tire repairs and installation/wheel alignment/ engine and power train repair, etc.) Human Resources Employment of certified versus noncertified repair persons; employment of specialists versus general mechanics Supply Chain Choice of supplier(s) for both general and original manufacturer parts and supplies Scheduling Hours of operation (8:00 A.M.–5:00 P.M.; 24-hour towing; weekends/holidays), repairs versus motor vehicle safety inspections, etc.; service by appointment versus walk-in (or drive-up) service Inventory Quantity and variety of repair parts (fan belts, filters, mufflers, headlights, etc.) to stock;
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This note was uploaded on 07/05/2010 for the course OPER 2P91 taught by Professor Eugenekaciak during the Spring '10 term at Brock University.

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ch02_ISM[1] - CHAPTER Operations Strategy in a Global...

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