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Management of Strategic Operations

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Management of Strategic Operations
Oluronke daini, 2013

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1. Executive Summary
A ll organizations possess operations functions of some sort because every one of them provides product and or services to its customer. According to Slack, Chambers & Johnston (2010), the operations function actually ranks as one of the three core functions in any company. As a central function in any organization, it produces the output required that the company needs to stay in business. What makes operations management so important is the critical role it plays in making the business competitive by enabling the business to respond to customer needs and also in developing capabilities needed to keep ahead of competitors in the future.

Brief Description of Artee Group

Today, Artee Group is one of the leading retailers touching the lives of many Nigerians in the consumption space. Although the group has subsidiaries involved in real estate, manufacturing and exports, retailing remains its core business. The retailing business boasts of Park ‘n’ Shop, Home & Office Decor ' Millennium, Supermarket Chain SPAR, table water brand Cascade, Quick Serve Restaurant Cakes 'n ' Bakes, premium lighting Searchlight among others. According to Artee’s official website (http://www.arteegroup.com, n.d), as the group celebrates 25years, their statement of purpose remains 'Adding value beyond limits ' while their strategic objective as an organization is to make only items that meet excellent guideline available to customers for an unbeatable low price.
2. STRATEGIC OBJECTIVES OF ARTEE GROUP AND ITS INVENTORY CONTROL OPERATION
One of the most critical functions within Artee Group is operations; Operations team is responsible for everything required to meet customer needs, right from when the goods are supplied to when the customer walks away with their purchased items. According to Slack, Chambers & Johnston (2010), operations strategy must align with the



References: Adebanjo, D. (2001) ‘TQM and business excellence: is there really a conflict?’, Measuring Business Excellence, 5 (3), pp. 37–40. Asif, M., Searcy, C., Garvare, R. & Ahmad, N. (2013) ‘Including sustainability in business excellence models’. Total Quality Management And Business Excellence [online]. Available from: Scopus®. (Assessed 24 April 2013). MTN Group (2010) official website [Online]. Available from: http://www.mtn.com (Accessed: 24 April 2013). Oakland, J. S. (2003) TQM: text with cases. 3rd ed. Oxford: Butterworth-Heinemann. Oakland, J.S. (2004) Oakland on Quality Management. Oxford: Butterworth-Heinemann. Pekar, J. (2009) Business Performance Excellence Through Total Quality Management West Conshohocken: ASTM International. Royal Philips Electronics (2013) official website [Online]. Available from: http://www.philips.com/about/company/businesses/businessesexcellence.page (Accessed: 24 April 2013). Wade, J. (2000), `’Excellence! The journey starts here ', Quality World, Vol. 26 No. 5, pp. 20-2.

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