Operations Strategy

Series
Pearson
Author
Nigel Slack / Mike Lewis  
Publisher
Pearson
Cover
Softcover
Edition
6
Language
English
Total pages
544
Pub.-date
December 2019
ISBN13
9781292317847
ISBN
1292317841
Related Titles



Description

 

Operations Strategy, 6th Edition, by Slack and Lewis, builds on concepts from strategic management, operations management, marketing and HRM. The text encourages a thorough understanding of operations strategy, exploring key activities, decisions and processes adopted by a broad range of organisations in different sectors, making it the ideal text for MBA students, upper-level undergraduates, postgraduates and executives. Operations strategy is fundamental to the success of any organisation and a major source of competitive advantage. The way an organisation manages their operations strategically can have a huge impact on its prospects whether large or small, for-profit or not-for-profit, in the services or manufacturing sector, international or local.

New to this Edition

New to this edition:

  • A brand new chapter on socially responsible operations strategy

  • New and updated ‘boxed’ examples within the text, addressing current trends and themes plus an additional integrative case at the end of the book

  • A new overarching framework providing a clearer indication of the positioning of each chapter in the subject

  • Coverage of new and emerging topics, including ideas such as ethical globalization and the social license to operate, the merging of products and services and the nature of operations strategy decision-making, including decision-making under uncertainty and strategy mapping

  • Greater coverage of technology, including the increasing importance of process technologies, drivers of the adoption of new technologies and classifying technologies by their primary capabilities

Table of Contents

1  An introduction to operations strategy

2  Operations performance

3  Socially responsible operations strategy   

4  Capacity strategy   

5  Purchasing and supply strategy  

6  Process technology strategy  

7  Improvement strategy  

8  Product and service development and organisation

9  The process of operations strategy – formulation and implementation

10  The process of operations strategy – monitoring and control   

Case studies

Back Cover

 

•   How should an organisation satisfy the requirements of its customers?

•   When should it expand or contract, and by how much?

•   What should it do itself and what should it outsource to other businesses?

•   How should it organise the way it develops new products and services?

•   What type of technology should it invest in?

 

Operations strategy is fundamental to the success of any organisation and a major source of competitive advantage. The way an organisation manages their operations strategically can have a huge impact on its prospects whether large or small, for-profit or not-for-profit, in the services or manufacturing sector, international or local.

The sixth edition of Operations Strategy provides a clear, well-structured and engaging treatment of the subject, applying key ideas and concepts to a variety of real businesses and organisations, making it the ideal text for advanced undergraduates, postgraduates and practising managers.

New to the 6th edition

• A brand new chapter on socially responsible operations strategy.

• New and updated ‘boxed’ examples within the text, addressing current trends and themes plus an additional integrative case at the end of the book.

• A new overarching framework providing a clearer indication of the positioning of each chapter in the subject.

• Coverage of new and emerging topics, including ideas such as ethical globalization and the social license to operate, the merging of products and services and the nature of operations strategy decision-making, including decision-making under uncertainty and strategy mapping.

• Greater coverage of technology, including the increasing importance of process technologies, drivers of the adoption of new technologies and classifying technologies by their primary capabilities.

 

Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and an Associate Fellow of Said Business School, Oxford. He is an educator, consultant and writer with wide experience in many sectors.

Michael Lewis is Professor of Operations and Supply Management and Head of the Information, Decisions and Operations Group at Bath School of Management. He has teaching, research and consultancy experience with a broad range of public and private sector organisations

 

Author

Nigel Slack is Emeritus Professor of Operations Management and Strategy at Warwick Business School, an Honorary Professor at Bath University and an Associate Fellow of Said Business School, Oxford. He is an educator, consultant and writer with wide experience in many sectors.

 

 

Michael Lewis is Professor of Operations and Supply Management and Head of the Information, Decisions and Operations Group at Bath School of Management. He has teaching, research and consultancy experience with a broad range of public and private sector organisations.