Introduction Effective management of operations and supply chain is a crucial source of competitive advantage for any business in a rigorously competitive environment. Operations management generally denotes the process of managing a firm’s resources with the ultimate aim of delivering value to the customer (Krajewski, Ritzman & Malhotra, 2013). To stay ahead of the competition, an organisation must constantly strive to transform its operations – it must seek to eliminate inefficiencies in the supply chain. This report compares the operations of 99p Stores and Sainsbury’s fulfilment process. Sainsbury, which was founded more than one and a half centuries ago, is one of the most popular retailers in the UK, commanding the third largest market share after Tesco and Asda (Christie, 2013). 99p Stores is also a retailer that operates in the UK, though it is quite smaller compared to Sainsbury. While Sainsbury has been doing online retailing since 1996, 99p Stores is currently in the process of testing the viability of online retailing.
Operations Transformation The primary aim of any transformation process is to deliver value to the customer. From primary activities such as raw material acquisition and marketing to support activities such as procurement and human resource management, an organisation aims to create value for the end consumer. Transforming these operations is vital for survival in an environment characterised by stiff competition. Some of the operations
Although most companies use the transformation process it is natural to see that they use it to provide different things to satisfy their customer needs. For example the AA will provide a
Supply-chain management consists of developing a strategy to organize, control, and motivate the resources involved in the flow of services and materials within the supply chain. A supply chain strategy, an essential aspect of supply chain management, seeks to design a firm’s supply chain to meet the competitive priorities of the firm’s operations strategy.
Supply chain management is a practice that involves the planning, supervision, and implementation of strategies and controls to direct the movement of goods and services provided to customers. The intent of this essay is to incorporate a synopsis of existing literature and to provide the reader with a general understanding of how supply chain management correlates with the organizational design and structure of modern firms. The essay comprehensively reviews the components of supply chain management and their integration with functional areas within an organization. The information presented in this essay
At this moment, business transformation is the one thing that enables organizations to conduct business development. Organizations are challenged by internal and external forces. To make the business grow in a positive direction, the business needs to be improved the strategies in accordance with the requirements of globalization by using information systems.
In reference to the Cupcake Challenge, the meaning of the statement, “The main concept of Operations Management is transformation”, is implying that “transformation” is the core idea involved in Operations Management.
Highly Effective Supply Chain: Woolworths and Coles efficient distribution network is both a resource and a capability in its in-bound and out-bound logistics. A culmination of tangible and intangible assets such as technological capabilities and supplier relationships, it is highly valuable as it was the significant cost- savings achieved throughout its entire logistics network that enabled Woolworths to achieve a higher EBIT over Coles (McKinna, 2009). The level of cost saving benefits provided is non-substitutable by any other resource. It is also difficult to imitate as the level and scope of the technological capabilities involved is highly specialized and staggering. However, should Woolworth’s possess an unfavorable public image or sell products undesirable to consumers, possessing an efficient distribution network would be
Change has become necessary for every organisation there is. World is moving rapidly towards better technologies, efficient systems, new techniques, compact profits, different friendlier environments and organisations are always in the race to reach new heights by thriving effectively in this competitive environment (Kotter, 1996).
The best way to summarize this book is to dissect it into three parts. In part one the book discusses the change problem and its solution. This part focuses on two main topics; 1) Transforming organizations and why firms fail and 2) successful change and the force that drives it. Part two discusses the eight stage process in transforming an organization. Finally, in part three the book discusses the implications for the twenty –first century. Identifying the change problem can be difficult but driving solution is even more challenging.
Sainsbury’s once had six channels from supplier to Regional Distribution Centre. Now there are more than thirty including the Primary Consolidation Centres, and cross docking. As time goes by, managing the information flow through the Supply Chain was the responsibility of the Logistics teams. And, the physical storage and delivery of products was Distribution’s responsibility. But, nowadays, these two parts are working as a one-part in order to attain shared objectives and make the Supply Chain a truly flawless flow of information and products.
Walmart is equally ranked among the highly valuable companies, in terms of market value, as well as the biggest grocery retailer where it generates more than 51% of its sales from the grocery business. This paper explores Walmart’s operation management with regard to supply chain characteristics, global business operations, production processes, the company commitment to quality and excellence, inventory methodologies, operational planning and movement towards lean processes (Massengill, 2013).
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
Selecting the most appropriate transformation process and facility layout is one of the keys towards achieving success in the company’s performance. In general, there are many forms of the transformation processes, and each has a particular facility layout. There are also hybrid combinations of them so the organization can choose the one that best fits its needs and potential.
Operations is a significant key business function as it controls the transformation of inputs into outputs, and the strategies achieved throughout the process. This business function controls the the operational, tactical and strategic goals of the operations function. It improves productivity, efficiency, quality and sustainability of any business. In conjunction with other key business; its financial performance is collected and analysed by Finance, based on the requirements of operations human resources will provide staff, and suitable training and marketing with refer to operations when specifying product features and designs.