1.1 Assess the meaning of supply network design and the influence that it has on the organisation • What is supply network design • Supply network terminology and structures • Supply network vs. supply chain • Where are operations located in the supply network – logistical impact • What influence does capacity and resources have on the supply network • Value adding and competitive advantage
1.2 Evaluate how a strategic supply chain network should be configured • Influence of the internet – ‘disintermediation’ • The value net and four players - suppliers, customers, competitors and complementors • Decisions such as: • Make or buy • Insource or outsource • Vertical integration • Outsourcing and offshoring
1.3 Assess the influence of capacity on strategic supply chain design • Optimum capacity • Large vs. small capacity – advantages and disadvantages • The timing of capacity change • Capacity increments: • Capacity leading and lagging strategies • Inventory ‘smoothing’ • Break even analysis for capacity expansion
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2.1 Assess the meaning of operations strategy and the impact that it has on the organisation • What is operations strategy • How to identify if an organisation has an operations strategy • Is the operations strategy relevant and aligned to the overall business strategy • Does the operations strategy align with market requirements and available resources • The contribution of operations strategy to competitive advantage and added value
2.2 Evaluate the key elements of an operations strategy • Should include key elements such as: • A clear vision and objectives • The 4 stages model of operations – internal neutrality, external neutrality, internally supportive and externally supportive • Performance objectives – quality, speed, dependability, flexibility and cost • Reconcile strategic decisions to objectives • capacity and resources vs. timescales and outputs
2.3 Assess the role of improvement in operations strategy • Continuous improvement • Drivers for effectiveness and efficiency? • Improving operations through trade-offs between performance objectives • Trade-offs and the efficient frontier • Improving operational effectiveness by overcoming trade-offs
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3.1 Evaluate the concept of strategic resource planning and control • What is resource planning and control • Influences on resource planning such as: • Translating customer need into operational delivery • Customer expectation and management • Forecasting, capacity, resources, priorities, scheduling, monitoring, control • Information and data gathering and management
3.2 Assess the key elements of a resource strategic planning and control system • Core mechanics of the process such as: • Loading • Prioritisation and sequencing • Scheduling • Monitoring and control • Decision mechanism: • Planning and control staff • Planning and control information system • Customer interface • Supply interface • Other business functions
3.3 Contrast methods of monitoring and controlling the strategic operation • Degree of difficulty in controlling operations • Consider methods of control such as: • Push and pull • Theory of constraints (TOC) and drum (bottleneck), buffer stock and rope • MRP and MRP II • Web-integrated and supply network ERP
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