Starbucks Operations Management
Abstract
Starbucks Coffee Company was founded in 1971 as a delicate coffee and tea vendor. In 1985, chairman and CEO Howard Schultz altered the business into what it is now - an international coffee brand manufactured on the wisdom of coffee, high-quality goods, and a desire for teaching customers about the values of coffees and teas. Today, Starbucks has expanded from its Seattle roots and markets imported coffee, fine teas, Italian style espresso, cold beverages, food products and coffee fixtures. It has created lifetime relationships with several coffee bean manufacturers and farmers and has linked a solid brand image to all of its 176,000 employees. It manages 17,000 stores in over 49 countries universally and has a durable brand manifestation in the United States, with more than three quarters of its cafes stationed in its home marketplace.
Starbucks has become a successful global coffee brand business due to their application of specific operations management principles. The company handles specific operations management issues such as design of goods and services, management quality, location strategy, layout strategy, process and capacity design, supply chain management, scheduling, maintenance, inventory management, human resources, and job design in an extremely positive and effective manner. The results of these decisions are represented in what Starbucks has now become today. They have taken this set of operational management issues and utilized them to prosper into a globally known coffee business.
The products and café services from Starbucks are offered all over the world (“Oxbridge writers.”). The company has made several effective operations management decisions in their marketing of fine whole bean coffees along with other varieties of premium teas and espresso beverages (“Oxbridge writers.”). They also offer numerous sodas and juices, pastries and coffee-associated equipment, for instance, Starbucks mugs and Starbucks CD’s (“Oxbridge
Starbucks Coffee Company was founded in 1971 as a delicate coffee and tea vendor. In 1985, chairman and CEO Howard Schultz altered the business into what it is now - an international coffee brand manufactured on the wisdom of coffee, high-quality goods, and a desire for teaching customers about the values of coffees and teas. Today, Starbucks has expanded from its Seattle roots and markets imported coffee, fine teas, Italian style espresso, cold beverages, food products and coffee fixtures. It has created lifetime relationships with several coffee bean manufacturers and farmers and has linked a solid brand image to all of its 176,000 employees. It manages 17,000 stores in over 49 countries universally and has a durable brand manifestation in the United States, with more than three quarters of its cafes stationed in its home marketplace.
Starbucks has become a successful global coffee brand business due to their application of specific operations management principles. The company handles specific operations management issues such as design of goods and services, management quality, location strategy, layout strategy, process and capacity design, supply chain management, scheduling, maintenance, inventory management, human resources, and job design in an extremely positive and effective manner. The results of these decisions are represented in what Starbucks has now become today. They have taken this set of operational management issues and utilized them to prosper into a globally known coffee business.
The products and café services from Starbucks are offered all over the world (“Oxbridge writers.”). The company has made several effective operations management decisions in their marketing of fine whole bean coffees along with other varieties of premium teas and espresso beverages (“Oxbridge writers.”). They also offer numerous sodas and juices, pastries and coffee-associated equipment, for instance, Starbucks mugs and Starbucks CD’s (“Oxbridge
References: 1. Oxbridge writers. (n.d.). Retrieved from http://www.oxbridgewriters.com/essays/finance/design-of-goods-and-services.php 2. Thompson, AA Strickland AJ & Gamble J 2005, “Starbucks in 2004: Driving for Global Dominance”. Crafting and Executing Strategy (Fourteenth Edition), McGraw-Hill, New York, pp. C2-C32. 3. Starbucks Annual Meeting of Shareholders Starts over a Cup of Coffee; Company 's Impact Now Extends Well Beyond Stores ' Four Walls. (n.d). Business Wire (EBSCO, 2006) 4. Starbucks. (2011). Retrieved from http://www.starbucks.com/responsibility/diversity 5. Elaine, G. t. (n.d). Productivity: How to Do More in Less Time. U.S. News & World Report Online