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Alignment
Overview
The process of
implementing operations
strategy
objectives
Efficiency with which operations utilizes resources
Ability of firms resources to align with business
processes
Market
requirements
Li
ne
t
fi
f
Operations
capabilities
Operations
strategy
decision
areas
Operations
performance
objectives
Market
positioning
Competitor
activity
to
enhance
core
capabilities
Make
strategic
operations
decisions
State market
requirements
in terms of
operations
performance
objectives
Define
competitive
position
Understand
markets
Operations
capabilities
Operations
strategy
decision
areas
Operations
Performance
Potential
market
positioning
Operations
processes
Understand
resources and
processes
Identify
core
capabilitie
s
Make
appropriate
strategic
operations
decisions
Define
market
potential of
operations
performance
Determine
competitive
position
operations capabilities
Market requirements
X1
Li
ne
t
fi
f
Alignmen
t at a
high level
A
Alignme
nt at a
low level
Y
Y1
Market requirements
Tight fit
Li
ne
t
fi
f
Movement in market
requirements and
operations resources
produces misalignment
changes
Operations resource capabilities can show
unexpected movements, may be at a slower pace
Loose fit
Market requirements
Li
ne
t
fi
f
Organizational Learning
In uncertain environments it may be better for
learning
Establishing connections between past actions, the
results of such action and future intentions
Examine the
performance of
operations
processes
Operations
innovation
Compare this
performance against
objectives
Develop new
insights and
capabilities
Reduce
performance of
operations
processes
Operations
innovation less
easy
Performance
objectives less
appropriate
Insights and
capabilities less
useful
Shifts in technology,
processes or markets,
leading to improved
competitor performance
Examine the
performance of
operations
processes
Compare this
performance against
objectives
Question the
relevance of
objectives
Develop new
insights and
capabilities
Product/servi Price
Process
Growth
ce
technology
Functional
Quality
markets and
support
Profit
segments
Trade-offs
ROI
Delivery
Range
embodied in Operations
speed
process
planning
Other
Mix
and control
financial
Delivery
Role of
systems
measures
Volumes
dependability
inventory
Work
Standardisati Product/servi Capacity, size,
structuring
on
or
ce
range
timing,
customisation
Product/servi location
Payment
Innovation
ce
systems
design
Leader or
follower
Brand image
Organisational
Technical
structure
service
Corporate
objective
s
Marketing
strategy
Prioritisation
The PlattsGregory procedurebased
upon an
Opportunities
and threats
The existing
operation
Facilities
Capacity
Span of process
Processes
Human resources
Quality
Control policies
Suppliers
New products
Identify the
capabilities of the
organisation
assessment of
relative
competitive
performance
What do we need
to do to improve
the revised
operations
strategy?
Developing a new
operations strategy
against the backdrop
of market criteria