Chapter_2_Operations_and_Supply_Chain_St

Chapter_2_Operations_and_Supply_Chain_St - Chapter 2...

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e University, 2011 Chapter 2: Operations and Supply Chain Strategy
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Michigan State University, 2011 - 2 - Environment Corporate Culture Corporate Strategy Business Strategies SBU SBU SBU Operations Strategy Finance, Marketing, etc. Strategies Strategic Questions What business(es) should we be in? How do we compete? How do we best support the SBU strategy? Structure Infrastructu re Figure 2-1 Levels of Strategic Planning
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Michigan State University, 2011 - 3 - Corporate Strategic Planning Corporate Strategy : overall mission and target businesses Long time horizon Overall values, direction and goals Acquisitions and divestitures Performance metrics Risk management
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Michigan State University, 2011 - 4 - Business Unit Strategic Planning Strategic Business Unit (SBU) : semi-independent organization for different products or markets Identification of customer or market segments Appropriate competitive priorities Constrained by corporate strategy More detailed Shorter time horizon
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Michigan State University, 2011 - 5 - Functional Strategic Planning Functional strategy: determines how functions support business unit strategies Most detailed Most constrained Determines specific focus Management of critical resources Key metrics Identification of capabilities Coordination of activities
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Michigan State University, 2011 - 6 - Developing an Operations Strategy Critical Customer : critical to firm’s success and receives firm’s focus Value Proposition : tangible and intangibles that customers expect from a firm Capabilities : what a firm does well, defines types of problems a firm can proficiently address Value Proposition Capabilities Critical Customer
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Chapter_2_Operations_and_Supply_Chain_St - Chapter 2...

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