Operation Management analysis

Assignment #1 You are the VP of Operations for your company and own all of your company’s operations/supply chain (R&D, Planning, Procurement, Manufacturing, Inventory Control, Warehousing/ Distribution/ Transportation, and Customer Service). Your company makes only one product, 10 oz cans of tomato soup. Your boss, the Chief Operating Officer (COO), and his peers have just developed and deployed to you (and your peers) the corporate level Strategic Plan for the next 5-10 years as seen below. They have given you one month to develop the Operations/Supply Chain Strategic Plan. There are no formatting requirements. Your assignment is to explain in 3 pages (or less):

1. The process (concepts) you would utilize to develop this plan

2. What this completed plan might look like (you do not have to actually develop the plan, but at least tell me some of the strategies and measures you would consider)

3. Who you would include in the development of this plan?

You will be graded on the completeness, accuracy, quality of your response and how well you convince me that you understand the subject matter. There are numerous concepts to take into consideration here and I would not expect anyone to be able to identify all of them, let alone combine them into a 3 page response. So you will be graded on how many of these concepts you are able to identify and utilize correctly within your response. My only expectation on the “use of concepts” are those contained within Class/Chapters 1 - 4, but those who include others will be given extra credit. I will warn you, there are a “trick” or two included in the plan below. It’s not necessarily important that you identify these tricks, but you could lose a point or two if you fall into their trap.

You should email me your assignment.

Corporate Strategies Goalsjective

Corporate Goals Goalsjective

Corporate Objective

Corporate Measures Goalsjective

New Product Development Cycle Time

# of M&A’s

Inventory Value

Cost of Goods Sold

Sales Revenues

Sales Revenues in China

New Products as a % of Total Revenues

New Product Development Success Rate

Direct Material Spend

# of Employees

Mfg Production Rates

Investment in Software

Mfg Utilization

# of Mfg Facilities

Grow Gross Margins

by 5%

Grow Top-line Revenues

10%

Reduce Costs

10%

Mergers & Acquisitions

(2 over next 3 yrs)

Expand into New Markets / Geographies (China)

Accelerate Innovation (20% Revenues from New Products)

Consolidate Manufacturing

Facilities

Implement Enabling Technologies

Increase Productivity by 20%