· What are the major concepts defining the field of operations and supply chain management?
· What are some of the jobs and career opportunities in operations and supply chain management? (Chapter 1)
Posts needed for Week 1
The below posts requires a response to it with at least 60 plus words and an example, with reference if used.
Chptr 1
Several of my classmate, have provided good insight as to the element of operations and supply chain management (OSCM) and I concur with them and out text book that the elements of OSCM involve the coordination and management of items that occur within operations and the supply chain such as product design, manufacturing, service operations, logistics, warehousing, and distribution (Jacobs, & Chase (2014). I work in the industry of logistics (product design, warehousing and distribution). My company is B2B third party supplier and I have seen many aspects we are discussing such as product design (which we do with packaging for our customers). We also warehouse and deliver customers goods on a just in time basis. The coordination and management of the several products we design, warehouse, and deliver is paramount in our success in a very competitive industry. That being stated, I can also see area that could be improved upon to facilitate a more efficient and effective flow of operations, at least at my facility.
Reference
Jacobs, F.R., & Chase, R.B. (2014). Operations and supply chain management (14th ed.). Retrieved from The University of Phoenix eBook Collection database.
Need a response to this post. (Mark OSCM)
Supply chains have evolved some over the last few years. However, managing the supply chain risk is essential. When considering the huge increase of both customer demand as well as competitive pressures, organizations must include and mitigate the cultural, economic, logistical, political risks of its supply chain risks. To accomplish this, a coordinated flow of information coupled with its goods, services and payments must be considered and managed effectively. Organizations must also take into account that performing a successful supply chain must cover low procurement costs, including assembling/manufacturing in low-cost regions and commercializing goods in high demand regions. Thoughtfully skilled management strategies must be at the forefront assessing the risk associated with supply chains because there are many factors, such as natural disasters, that often disrupt the smooth operation of the supply chain. Need a response to this post. (Tricia A.R.)
Operations and supply chain strategy is the setting of board policies and plans that will guide the use of the resources needed by the firm to implement its corporate strategy (Jacobs & Chase, 2014). One of the example of operation and supply chain strategy given in this chapter is iff the high-level corporate strategy includes goals related to the environment and social responsibility, then the operations and supply chain strategy must consider this. One of the major focuses of the operations and supply chain strategy is operations effectiveness. Operation effectiveness is the act of performing activities in a manner that best implements strategic priorities at minimum cost (Jacobs &Chase, 2014). The operation and supply chain strategy involves a process that includes many different business functions, from taking customer orders, handling returns, manufacturing, and managing the updating of the website, to shipping products (Jacobs & Chase, 2014). Operations and supply chain strategy is even sometimes viewed as being a part of a planning process. In the planning process operational goals are coordinated with the goals of larger organizations.
Jacobs, F., & Chase, R. B. (2014). Operations and Supply Chain Management (14th ed.). New York, NY: McGraw-Hill.
Need a response to this post. (Ashley Ops)
Manufacturing processes is basically everything a company goes thorough to make their product and then sell it. Developing the plan and design for the product and making sure you know where to get the materials and resources is the first thing. Next is building or creating the product and making sure it works right. I think it is important to test or sample because you could be sending of a bunch of products that have something wrong with them that customers will want to return or get their money back. A new concept to me is the customer order decoupling point. This is the point where the order is filled which was placed by the customer. However if products are put on the shelf at a store then the customer never technically ordered it. Finished inventory is more expensive then in raw material form which is also something that is new to me. This makes sense because it was paid for to put all the materials together and the product is ready to go. I would think that if there is too much inventory and people are not really buying it is when it starts to go on sale or clearance. Need a response to this post. (Meagan MP)
Parts of Chapter 7 discuss how manufacturing processes are organized. One aspect of this section that intrigued me was that of cost trade-offs and break-even analyses. Jacobs & Chase (2014) refer to cost trade-offs and break-even analysis as, "The type of layout relative to product volume and the relative standardization of the product. Break-even analysis is useful for understanding the cost trade-offs between alternative equipment choices" (P. 160). This section appeals to me because I work in analytics, and I have learned a lot about trade-offs and break-even analyses through marketing and investment projects. I was a part of a trade-off analysis between deciding to spend 'x' amount of dollars to begin running TV commercials, or spend 'x' amount of dollars on a new product line. Through a plethora of cost-effective based analyses, we chose to invest the money in a new product line. What I'm getting at is there is so much analytical work that goes on before making decisions like these, and they can have detrimental or great effects on the company for years into the future.
To find, in this chapter, that manufacturing plants constantly run trade-off and break-even analytics on the type of equipment they use and the types of processes they will designate is very interesting. Each decision, regardless of how minuscule or unimportant they seem looking in from the outside, can have serious effects on the company internally. I remember the company GM, making a big mistake in terms of the types of vehicles they decided to manufacture. Through analyses of cost structure and trade-offs they felt comfortable in continuing to manufacture bulky automobiles, but forgot to factor in the economic trends of the demand in smaller automobiles. This manufacturing and operational business decision eventually led them to bankruptcy.
Each step of operations, down to each component of the manufacturing process, holds a lot of stake and potential for substantial effects in a firm's profitability and health. (Need a response to this post. (Makana MPcto)
Jacobs, F. R., & Chase, R. B. (2014). Operations and supply chain management (14th ed.). Retrieved November 21, 2017, from https://phoenix.vitalsource.com/#/books/1259850137/cfi/6/8!/4/4/2@0:0
The below question requires a response to it with at least 120 plus words and an example, with reference if used.
· What are the major concepts defining the field of operations and supply chain management?
· What are some of the jobs and career opportunities in operations and supply chain management? (Chapter 1)
· What is the definition of an operations and supply chain strategy?
· How are these strategies implemented?
· How do these strategies relate to business results of the firm? (Chapter 2)
· What are the characteristics of a manufacturing process?
· How are manufacturing processes organized and evaluated? (Chapter 7)
· What are the characteristics of a service process?
· What are the different types of service processes? (Chapter 9)