运营管理运营战略与敏企业竞争力.pptVIP

What is Operations Strategy?;What is Operations Strategy?;Hierarchy of Operational Planning运营计划的层次;2、运营战略对客户价值的增值;Exhibit 2.2;How to add value:如何增值： Reduce product costs to customer.为客户降低产品成本 Make the product more readily available. 制造更容易获得的产品。 Provide faster service.提供更快的服务。 Provide customers with additional relevant information.为客户提供相应的附加信息。 Customize the product to the customer’s specific needs.定制客户特殊需求的产品。;Globalization全球化 Global village with hyper-competition: 带来加剧竞争的地球村。 Continuous information technology advances不断发展的信息技术 Lower trade barriers贸易壁垒的降低 Lower transportation costs运输成本的降低 Emergence出现 of newly industrialized countries (NIC) with high-growth markets and high standards of living 新兴工业国家中的市场高速增长和生活高标准的出现;Technology 技术 Connectivity—anyone, anywhere, all the time 连通性-任何人、任何地点、任何时间。 Speed—instantaneous transactions 速度-瞬间处理 Intangibility—focus on innovative创新services to gain competitive advantage 无形性-为获得竞争优势聚焦于服务 Simultaneous Competition on Multiple Competitive Priorities 整合多个竞争优势要素的竞争 No traditional trade-offs of priorities 非传统的单一优势要素权衡。;4、竞争优势要素;运营管理案例1;运营管理案例1;运营管理案例2;运营管理案例2;运营管理案例2;Factory Focus and Trade-offs 聚焦与权衡 A factory could not focus on all four competitive priorities (cost, quality, delivery, and flexibility). 20世纪60、70年代人认识到：一个企业不能集中在所有四个竞争优势上（成本、质量、交货和柔性） Focusing performance on one priority limits/eliminates the ability to focus on another priority. 集中实施一个重点，不去集中于其它重点能力。 Plant-within-a-Plant (PWP) concept (Skinner斯金纳) 厂中厂概念 Different locations with a facility would focus on their own competitive priority. 在企业内的不同地方装上不同的生产线，每条生产线都拥有独特的竞争优势要素。;5、由竞争优势要素构建运营战略;不同年代的竞争优势要素;竞争优势曲线的权衡示例;订单赢得要素和订单资格要素;Distinguishing betweenOrder Qualifiers and Order Winners订单资格与订单赢得的识别;6、制造和服务的融合;面向下游服务;实现制造与服务的融合战略的其他方法;