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CDS Case Study - Operations Management

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CDS Case Study - Operations Management
1.0 INTRODUCTION

Operations management is defined as “the activity of managing the resources which produce and deliver products and services” (Slack et al. 2010 p4). This encompasses the entire activity carried out within the organization. With increasing pressure on organizations to deliver optimally at reduced cost, the role of operations has been transformed from that of strategy implementer to one of strategy driver.
Operations strategy looks at the patterns of strategic decisions and actions in a bid to set the roles, objectives and activities of the operations (Slack et al. 2010). An understanding of these strategies is important in ensuring that organizations are well aware of the requirements needed to meet the corporate objectives set about by management.
The report looks at a case study of Concept design services (CDS); a product based manufacturing company looking to break into service operations. It seeks to identify current strategy types evidenced in the organization and the role operations play in the implementation of this strategies. Also considered is the relationship between the core functions highlighting possible conflicts, current practices and perceived strengths and weaknesses.
Issues such as servitization and growth strategies are considered in relation to the companies push for development in line with its desire to become a service provider. An analysis of the impact it will have on the company’s manufacturing and service departments is also considered. Finally, recommendations that will ensure operations develop with the new growth plan is presented to management.

2.0 STRATEGIES IN CONCEPT DESIGN

Within CDS, there is evidence of an amalgamation of strategies. With a diversification of the company’s portfolio, the corporate strategy of the organization had to be reflecting the changing scenario of the business environment. To identify the different strategy types within CDS, there is first a need to understand what strategy



References: BAINES, T., LIGHTFOOT, H. and SMART, P., 2011. Servitization within manufacturing. Exploring the provision of advanced services and their impact on vertical integration. Journal of Manufacturing Technology Management, 22(7), pp. 947-954 BAINES, T BAINES, T. and LIGHTFOOT, H.W., 2014. Servitzation of the manufacturing firm. Exploring the operations practices and technologies that deliver advanced services. International Journal of Operations & Production Management, 34(1), pp. 2-35 BARNEY, J., 1991 CALANTONE, R., DROGE, C. and VICKERY, S., 2002. Investigating the manufacturing -market interface in new product development. Journal of Operations Management, 20, pp. 273-287 CHANDRA, M CLULOW, V., BARRY, C. and GERSTMAN, J., 2007. The resource-based view and value: the customer-based view of the firm. Journal of European Industrial Training, 31(1), pp. 19-35 FAHY, J JOHNSTON, R., 1999. Service Operations Management: return to roots. International Journal of Operations & Production Management, 19(2), pp. 104-124 KOTLER, P LIGHTFOOT, H., BAINES, T. and SMART, P., 2013. The servitization of manufacturing . A systematic literature review of interdependent trends. International Journal of Operations & Production Management, 33(11/12), pp. 1408-1434 LOWSON, R.H., 2002 MILLER, A. and DESS, G.G., 1993. ASSESSING PORTER 'S (1980) MODEL IN TERMS OF ITS GENERALIZABILITY, ACCURACY AND SIMPLICITY. Journal of Management Science, 30(4), pp. 553-585 OLIVA, R PRASAD, S., BABBAR, S. and MOTWANI, J., 2001. International operations strategy: current efforts and future directions. International Journal of Operations & Production Management, 21(5/6), pp. 645-665 RAMASESHAN, B., ISHAK, A SOUTHARD, P.B. and SWENSETH, S.R., 2003. Transitioning operations to accommodate growing pains in evolving companies: an application of product profiling to a service company. Management Decision, 41(6), pp. 578-586 ZANON, J.C

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