Operations Strategy

Operations Strategy : Design, Implementation and Delivery

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Description

This new core textbook, underpinned by rigorous academic research and industry best-practice, offers a practical approach designed to provide students with the tools and techniques required to design and develop an operations strategy. Authored by two of the most well-respected authorities in the field, the book's clear and accessible content explains how operations strategy can create value for an organisation and positively impact on business performance. Case studies with international relevance and which draw on examples from a wide range of industry sectors help students to link theory and practice, develop analytical and problem-solving skills, and gain an understanding of operations strategy in the real world.
This textbook caters primarily for MBA students studying modules in Operations Strategy or Operations Management, and is also suited to postgraduate students studying Operations Strategy on specialist courses such as Operations and Supply Chain Management or Logistics and Operations Management. In addition, this is an important text for final year level undergraduate students studying Operations Strategy or Strategic Operations Management.
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Product details

  • Paperback | 416 pages
  • 189 x 246 x 20.32mm | 946g
  • Red Globe Press
  • United Kingdom
  • English
  • 1st ed. 2018
  • XXIV, 416 p.
  • 1137532769
  • 9781137532763
  • 2,155,895

Table of contents

PART I: INTRODUCTION.- 1. An Introduction to Operations Strategy.- PART II: DEVELOPING AN OPERATIONS STRATEGY.- 2. Creating Value for an Organisation.- 3. Developing an Operations Strategy: Principles and Concepts.- 4. Developing an Operations Strategy: Methodology.- PART III: IMPLEMENTING AN OPERATIONS STRATEGY.- 5. Delivering services.- 6. Making products.- 7. Service and Product Profiling.- 8. Focusing Operations: Principles, Concepts and Methodology.- 9. Make or Buy and Managing the Supply Chain.- PART IV: DRIVING BUSINESS PERFORMANCE.- 10. Developing Infrastructure.- 11. Measuring Performance.- 12. Developing a Business Case.- 13. Conclusion: Future Directions.
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About Terry Hill

Terry Hill is Emeritus Professor, Templeton College Oxford, UK and Affiliate Professor at Ohio State University, USA, and Milan Polytechnic, Italy.

Alex Hill is Associate Professor, Kingston Business School, UK.
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