cob 300 – benchmark 2 the operations plan. operations section “what operational processes will...
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COB 300 – Benchmark 2
The Operations Plan
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Operations Section
“What operational processes will you establish to deliver goods/services?”
Once your business strategy is defined, look closely at your competitive priority/priorities:
cost, quality, delivery reliability, flexibility, speed.
These will be the basis for defining your operations strategy.
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Points to Consider
• Will you produce a tangible product or will you be a service provider?
• Are you business to business or are you business to consumer?
• For how much are you responsible (i.e., do you subcontract out part or all of the fabrication/assembly process or service)?
• How do you ensure quality?
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Points to Consider
• At what stage is the industry you’re entering (introduction, growth, maturity, decline)?
• Will you enter as a low volume, custom producer or will you need to have substantial capital investment for immediate volume capability?
• When do you expect to break even (volume of output and date) given your process design?
• How quickly will you move toward higher volume operations? What challenges or opportunities does this present?
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Points to Consider
• Do you provide a customized (one of a kind) product or service or do you have a standard catalog listing of goods/services?
• How will you forecast demand for your product/service? How will that forecast help you operationally? How much error is there likely to be in that forecast?
• What is your finished goods inventory policy?• How will your operations capabilities lead to
competitive advantage (e.g., cost, quality, superior service, etc.)?
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Points to Consider
• For Service Provider: Detail the flow of your operation (See Figure 7.9, page 259, Operations Management)Customer enters system Customer leaves system
• For Goods Producer: Detail layout of facility (Product layout or process layout). Why?
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Points to Consider
• “Location, Location, Location!”
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Points to Consider
• What are your competitors doing operationally? How can you use this information to help position your own operations?
• Finally – How does what you do in operations add value for the consumer/business you are serving?