Strategic Operations
Management
Steve Brown University
of Bath, School of Management, where he heads the Operations Management Group; Visiting
Professor at Baruch College of the City University, New York.
Richard Lamming CIPS Professor of Purchasing and Supply Management. Director of the
Centre of Research in Strategic Purchasing and Supply (CRISPS), University of Bath
John Bessant Professor of Technology Management and Head of the Centre for Research
in Innovation Management (CENTRIM), University of Brighton.
Peter Jones IFCA Professor of Production and Operations Management, University of
Surrey.
- Strong
team of writers of international standing
- Content
is thought provoking and challenging excellent in terms of stimulating debates
- New
issues explored as well as old contrasting mass production versus mass customisation and
innovation
- Contains
mini case studies to illustrate the text
Based on contemporary
academic research, this book is shedding new light on the strategic importance of
operations management for the competitiveness of both manufacturing and service
organisations.
Professor Ted Lindblom, School of Economics and Commercial Law, Gothenburg University,
Sweden.
This text, with its emphasis on innovation and the supply chain represents a
significant shift away from the more traditional treatment of Operations Management.
Dr David Bennett, Professor of Technology Management, Aston Business School.
It is a breath of fresh air in what is the new paradigm in the teaching of operations
management...this will be right on target with fulfilling a true strategic approach.
Dr Joseph L. Cavinato, Distinguished Professor of Supply Chain Management and Senior Vice
President, National Association of Purchasing Management, Arizona State University, USA.
In brief
Strategic Operations
Management examines the latest thinking in this fast-moving area.
Businesses constantly face
ongoing and increased amounts of competition. Coping with this competition demands that
strategies must be already in place which can deal with key questions such as:
what business is the firm really in?
what does the firm do best, and why, where, and how can it outsource some of its
activities?
how can opportunities become quickly exploited and how can the firm's capabilities help to
ward off external threats from new and existing players?
This text believes that successful operations management depends on having strategies in
place which combine both manufacturing and service areas into an overall customer
offering. This means that strategic relations must be established with other players
operations management is no longer a firm-specific matter.
Strategic Operations Management combines four themes; strategy, services, innovation and
management of relationships both in the supply chain and with other players. This is done
by dividing chapters into a past/present/future scenario approach which illustrates how
these strategies affect business.
Contents
Operations management into
the 21st century; Strategic operations management; Managing capacity: internal operations;
Supply chain management; Managing quality; Managing innovation; Managing human resources;
Word-class providers of the total offering.
Readership: Advanced level
business studies undergraduates, DMS, MBA and Masters students, Engineering Management
students at both undergraduate and postgraduate levels
286 pages
