Operations Management in the US Army

Force management, or what is really otherwise known as planned comprehensive change, is in reality a complex and interwoven process. Though it was designed within the confines of a systemic approach referred to as the DOTMLPF (Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel and Facilities), in reality it is meant to enable both dutiful and well-thought out change as well as faster, more urgent adjustments in accordance with the evolving nature of war and information gathering tactics. The Army, as one branch involved in this initiative, focuses most of its attention in this regard on the organizational sector because of the way it facilitates an adequate and democratic step-by-step system of review (Student Reader, F102:2). But the fact is that even this initiative remains multi-faceted and appears to be rather bureaucratic in nature (it has five phases, which seems antithetical to an urgent change process), which might not be surprising since implementing the type of changes that are demanded can have major implications of all sorts. Still, it does appear that this concentration is being well received and that it will eventually serve its goal even if it does not appear that way when detailed on a point by point basis.

Throughout the history of the world, there has always been a struggle to be the most powerful country in the world. Many key aspects that go into deciding what countries are the most powerful; some of these aspects are having a powerful military, strong economy, large population and a powerful but strong government. Most key aspects of what makes a country strong are also the same the aspects that make up the operational environment variables. The United States Army breaks down the operational variables into Political, Military, Economic, Social, Infrastructure, Information, Physical Environment and Time (PMESII-PT) when evaluating the operational variables .

Chase, R., & Jacobs, F. R. (2011). Operations and Supply Chain Management (13th ed.). Boston, MA: McGraw-Hill Irwin.

Navy Recruiting Command is in the process of refreshing 25% of the Navy Recruiting Command’s production recruiter peripherals. The Mobile Recruiter Initiative (MRI) kit contains the Production Recruiter’s primary tools. MRI provides for a complete mobile office while prospecting and processing over 50,000 applicants/candidates annually. Without refresh and maintenance of the MRI peripherals, Production Recruiters will lose the benefit of the MRI, resulting in loss productivity and return to paper and pencil forms, severely impacting

The purpose of this research is to determine how Performance Based Logistics (PBL) contracts can save the U.S. Army time and money. PBL contracts have been in effect for over 20 years now and most of Department of Defense (DoD) organizations are moving towards gaining more of them in the future. The current and former PBL contracts have been a financial life saver for army budgets, so you have to wonder why they would choose any other type. The information researched will help explain why it’s a better choice and why other DoD organizations are moving in that direction as well.

9) Growth of the supply-chain management perspective in operations management results from the advent of:

This assignment will define operations management and explore the various bodies of knowledge and practices that have led to operations management as it is currently known today. Additionally, this paper will focus on topic areas such as supply chain management, total quality management (TQM), reengineering, theory of constraints (TOC), Alfred P. Sloan’s contributions to TQM, JIT, and reengineering in relation to Sloan’s organizational success, and Toyota’s production system, also known as Just in Time (JIT).

Cross-Functional Alignment in Supply Chain Planning: A Case Study of Sales and Operations Planning Abstract

: QMJ ZG621 : SUPPLY CHAIN MANAGEMENT : Open Book : 60% : 3 Hours : 05/04/2009 (AN)

Most new technologies follow a similar technology maturity lifecycle describing the technological maturity of a product. This is not similar to

Minor Logistics Operations Presentatie titel MIRBSLM114OP N.J. Osentoski-Monsma & A. Nielsen-de Vries Lecturers Logistics Room D2.173 osenj@hr.nl / vriad@hr.nl Rotterdam, 00 januari 2007 6-1 Corporate strategy Business strategy Operations Strategy Mission Objectives (cost, quality, flexibility, delivery) Functional strategies in marketing, finance, engineering, human resources, and information systems Strategic Decisions (process, quality system, capacity, and inventory)

Operations management is the design operations and improvement of systems that create and deliver a company’s products and services. In other words, “is the process of taking input such as raw material and component and turning it in to out put by adding values” (Shaikh, 2010). Any activity that relates to the management of the entire business process that produces goods and services falls into the operations category. Competition among today’s organizations has become immense and is getting tougher and tougher day by day since more new companies are starting businesses in the same industry. Whether they are from the manufacturing sector or service sector, the need for cutting the unnecessary costs, achieving maximum efficiency, and implementing operations management strategies is increasing with the passage of time. Therefore, more focus is being laid on Supply Chain Management these days by the businesses in order to set up

Organizations’ have matured over the years; they have learned and adapted to become more strategic in every aspect of their business. One way organizations’ have done this is by understanding the importance of operations and supply chain management. The author will explain how operations and supply chain management evolved to what it is today, how this is important to the company’s strategy, and define the dimensions of the quality.

For the success of an organization, the management crew plays a major role. An organizational structure is based on different operational parameters and in order to perform all the operations, it is mandatory to scrutinize every major aspect related to the organizational strategy. Keeping the significance of operation management under consideration, different

Operations Management can be defined as the” process which combines and transforms various resources used in the operations subsystem of the organization into value added services in a controlled manner as per the policies of the organization” [1]. It is clearly a major functional field like marketing or finance and requires adequate planning and operating strategies to ensure efficiency. Operations refer to the manufacturing and service processes that are used to transform the resources employed by a firm into desirable products [2]. Supply chain refers to processes that move information and material to and from the manufacturing and service processes of the firm [2]. The processes in Operations and Supply chain can be categorized as follows