Operations Strategy

Operations Strategy seeks to combine knowledge management, relationship management, and advances in technology to inform the development of strategic advantage. The text adopts a value chain approach, making it ideal for higher level modules. It contains a number of features to aid the learning process--chapter introductions, chapter summaries, further reading, and boxed features.

David Walters is Professor, Macquarie University School of Economic and Financial Studies, Australia.

Acknowledgements

ix

PART 1 DEVELOPING A VIEW OF STRATEGIC OPERATIONS MANAGEMENT

Introduction: new economy - new business models

2

(11)

Why a different approach?

2

(3)

The value chain: integrated demand and supply chains

5

(2)

Operations strategy: profile and definitions

7

(4)

References

11

(2)

1 Emerging characteristics of value and value creation and delivery

13

(12)

A time of change

13

(6)

Value creation and value delivery

19

(3)

Summary

22

(2)

References

24

(1)

2 Perspectives of value

25

(11)

Introduction

25

(2)

A customer value model

27

(1)

Approaches to defining value

28

(6)

Summary

34

(1)

References

35

(1)

3 Value as a business concept

36

(23)

Introduction: revisiting basic concepts

36

(10)

Value strategy decisions: strategic effectiveness and operational efficiency

46

(3)

A conceptual approach to a value strategy model

49

(9)

Summary

58

(1)

References

58

(1)

4 Value based organisations: the growth of flexible response and virtual organisations

59

(27)

Introduction

59

(4)

Where we came from

63

(1)

Some constructs

64

(5)

More recent events

69

(1)

Where we may be heading

70

(8)

Some directives for the future: the virtual organisation

78

(5)

Summary

83

(1)

References

84

(2)

5 Supply chains and value chains: definitions, characteristics, differences and directions

86

(19)

Introduction

86

(6)

The value chain perspective

92

(7)

Current perspectives

99

(3)

Implications: a value strategy

102

(1)

Summary

103

(1)

References

103

(2)

6 Value based organisations: the value chain approach

105

(17)

Introduction

105

(12)

Organisational issues

117

(3)

Summary

120

(1)

References

120

(2)

7 Strategic and operational characteristics and components

122

(32)

Introduction

122

(2)

A generic approach

124

(5)

A generic value chain

129

(6)

Key issues and questions for value chain decisions

135

(3)

Adding value in the value chain

138

(1)

The value chain: organisational profile characteristics: an emphasis on value for the customer and the shareholder

139

(5)

Value chain: decisions and processes

144

(6)

Summary

150

(2)

References

152

(2)

8 Corporate value, performance management, coordination and control: issues and options

154

(22)

Introduction

154

(1)

The stakeholder approach

155

(5)

Using added value as a performance measure

160

(2)

The balanced scorecard

162

(3)

Developing a strategic operations management performance planning, coordination and control model

165

(9)

Summary

174

(1)

References

174

(2)

9 Managing customer value and the value proposition

176

(24)

Introduction

176

(2)

A customer value model

178

(4)

Components of customer value

182

(6)

The value delivery gap

188

(5)

Positioning: the value proposition

193

(2)

Creating a value proposition: a case study

195

(3)

Summary

198

(1)

References

198

(2)

10 Core competencies, key success factors, value/cost drivers and process management

200

(26)

Introduction

200

(1)

Core competencies capabilities

201

(1)

Competencies and capabilities

202

(7)

Key success factors

209

(3)

Value drivers

212

(3)

Core competencies/capabilities, key success factors and value drivers

215

(2)

Business processes: a conduit for value chain operations

217

(5)

Core competencies/capabilities and key success factors: Li and Fung continued

222

(2)

Summary

224

(1)

References

224

(2)

11 Where value strategy and value operations meet

226

(22)

Introduction

226

(1)

A framework for integrating value strategy and value production

227

(6)

The value chain: organisation profile

233

(1)

The value chain: processes, activities and decisions

234

(4)

Implementing value production: Li and Fung continued

238

(5)

Summary

243

(1)

References

244

(6)

PART 2 EXISTING VALUE CHAINS

Introduction

248

(2)

12 Industry value chains

250

(15)

The Prato (Italy) value chain

250

(4)

The automotive industry

254

(9)

Summary

263

(1)

References

264

(1)

13 Corporate value chains

265

(16)

The McKesson HBOC Corporation

265

(8)

IKEA

273

(6)

Summary

279

(1)

References

280

(1)

14 Value and value chains in healthcare

281

(17)

Introduction: value chains and a healthcare application

281

(2)

A value chain study at Queen Elizabeth Hospital

283

(10)

Value chain processes

293

(4)

Summary

297

(1)

References

297

(1)

15 Value chains in education

298

(14)

Introduction

298

(2)

A new business model for education?

300

(3)

What are the implications of value chains for universities?

303

(3)

Summary

306

(4)

References

310

(4)

PART 3 CONFIGURING THE VALUE CHAIN STRUCTURE AND PERFORMANCE

Introduction

312

(2)

16 Configuring the value chain: 1

314

(29)

Introduction: concepts and issues for the future

314

(4)

Revisiting value positioning and competitive advantage strategy

318

(4)

Exploring the interfaces

322

(2)

Intra- and inter-organisational processes

324

(2)

Performance planning and measurement in the value chain

326

(10)

Value chain planning and control

336

(3)

Summary

339

(2)

References

341

(2)

17 Configuring the value chain: 2

343

(19)

Introduction

343

(3)

Creating a value chain design

346

(14)

Summary

360

(1)

References

361

(1)

18 Case study exercises

362

(21)

Introduction

362

(1)

A value chain 'audit model': questions requiring answers

362

(5)

Case study 1: Caterpillar Inc

367

(5)

Case study 2: value chains in broadcasting

372

(2)

Case study 3: Wal-Mart - a model fmcg retail value chain?

374

(3)

Case study 4: Dell Computer Corporation

377

(6)

Index

383

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Summary

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Table of Contents

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