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Lecture Operations now: Supply chain profitability and performance (3/e): Chapter 3 - Byron J. Finch

Chapter 3 - Strategy and value: Competing through operations. After reading the material in this chapter, you should be able to: Describe the concepts of business-to-business (B2B) and business-to-consumer (B2C), define the concept of a supply chain, describe the value attributes common to B2B and B2C customers, describe the role of the strategies that form the strategy hierarchy, describe the role and importance of supply chain strategy,. | Chapter 3 Strategy and Value: Competing Through Operations Learning Objectives Describe the concepts of business-to-business (B2B) and business-to-consumer (B2C). Define the concept of a supply chain. Describe the value attributes common to B2B and B2C customers. Describe the role of the strategies that form the strategy hierarchy. Describe the role and importance of supply chain strategy Describe Porter’s three strategies Define order winners, order losers, and order qualifiers and relate them to value. List and describe examples of strategic structural and infrastructural decisions. List and describe the competitive priorities of operations. Summarize the effects each strategic decision category has on operations’ competitive priorities. Distinguish between capabilities and processes. Compare the strengths and weaknesses of process-oriented, product-oriented, and cellular layouts. Describe the continuum of choices related to production volume and the alternatives available for . | Chapter 3 Strategy and Value: Competing Through Operations Learning Objectives Describe the concepts of business-to-business (B2B) and business-to-consumer (B2C). Define the concept of a supply chain. Describe the value attributes common to B2B and B2C customers. Describe the role of the strategies that form the strategy hierarchy. Describe the role and importance of supply chain strategy Describe Porter’s three strategies Define order winners, order losers, and order qualifiers and relate them to value. List and describe examples of strategic structural and infrastructural decisions. List and describe the competitive priorities of operations. Summarize the effects each strategic decision category has on operations’ competitive priorities. Distinguish between capabilities and processes. Compare the strengths and weaknesses of process-oriented, product-oriented, and cellular layouts. Describe the continuum of choices related to production volume and the alternatives available for linking to customer demand. Describe what is meant by a capability chain. 3- Supply Chains A supply chain encompasses all activities associated with the flow and transformation of goods from the raw material stage (extraction), through the end user, as well as the associated information flows. 3- Supply Chains Basic Producer Converters Fabricators Assemblers Support Services Transport Storage Finance, etc. Basic Producer – Mines, extracts or harvests natural resources Converter – Refines natural resources Fabricator – Converts refined materials into usable components Assembler – Assembles components into finished products 3- Supply Chains Exhibit 3.1 Generic Supply Chain Model 3- Value Attributes of Consumer Customers Cost – What does it cost for the total time of ownership? Quality – Does it meet my needs? Convenience – How easy is it to get? Timeliness – How quickly can I get it? Personalization – Will the business treat me as special? Do they know me? Ethical Issues – Is