...Compare the operations strategies of Ryanair and a full-service airline such as British Airways or KLM. 2. Low-cost airlines like Ryanair and EasyJet differ from classier bigger companies like the British Airways. There are reasons, why Ryanair is much cheaper than the British Airways. Main difference is the service itself. British Airways offers everything with a wider variety, and everything a little better. The seats are bigger, with more legroom, there is a wide menu available including special orders considering kosher, vegetarian, or any kind of allergies. You get better baggage limitations, are allowed to take wider variety of special equipment with you (some need to be declared). The baggage care is also better, low cost companies frequently mess with you luggage throwing the bags around far from a neat manner. The destinations and flight schedules are also much less and less flexible in low-costs. But there is a difference like these for a reason. The low costs like Ryanair have their segment – people who don’t really care that much about the service and the flight meal. Such people just want to reach the destination and are not willing to pay twice as much for a classier service. Both types of companies reach their segments. Ferrari vs Renault Clio 3. The main thing is they both meet up the expectations. A Ferrari is a car which you dream about. Every little teenage boy would look at the poster of a Ferrari and says, when I grow up, I’ll buy one for myself. No one...
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...and the strategy can help device business capabilities to overcome future competitors (Slack and Lewis, 2011). In business, the discernment of end users requirements is based on understanding the order-qualifiers and also to understand the order winners that earn a customer allegiance. According to Jaller and Ullstrom (2008) argued that the order-qualifiers theory and the order-winners theory is an avenue to investigate market request, also associate it with the core business processes and to ensure that the business wealth is used for highly rated business activities. Order winner and order qualifier are jointly time and market driven (Helms, 2006). So what is order-winners and order-qualifiers? In 2008, Jaller and Ullstrom defined Order qualifier as the least features that a business or the business merchandise must exhibit before it is seen as a possible seller or merchant (Jaller and Ullstrom 2008). Order qualifiers are those intrinsic traits that the buyer expects to see in the product before taking into account to buy them. These traits can also been known as bait that lure the end users to consider the product. While order winner is defined as those distinct traits that will triumph in the bid or make the business superior than their opponent (Jaller and Ullstrom 2008). Order winner also stem from an operation goal of a business when its takes the most advantage of what only it can offer to its customer or they are very few in the business that can offer such advantages...
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...specific sections or regions for production. - The delivery of the materials by the different companies. - Delivery strategy used by DEP. - Time taken to deliver the shipment over 200 miles. - Time taken to produce received orders. Stages that are not adding Value: - The inventory lying in the warehouse before being transported to the client. - The time spent of inventory lying in the warehouse before being used. - Counting of received stock against the order placed. - Receiving of materials. Question 2 Minimum performance cycle – Maximum performance cycle – Question 3 Question 4 The first thing that I would do is to determine the feasibility of trying to change from a 5 day service window to a 3 day service window and what impact this would have on DEP’s manufacturing ability as well as the quality of the product being produced. If the impact is going to be negative, then DEP must not consider being a client of GARD as they will ruin there good reputation by supply sub-standard products. If it is possible to reduce the service window whilst supplying the same quality of goods, then DEP must consider this. If DEP is able to procure more materials and keep materials in stock, this would allow them to produce materials as the orders came through. The other aspect that DEP would have to do is to produce more goods with the belief...
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...DEP/GARD takes us inside of contract renewal negotiations for DuPont Engineering Polymers (DEP) and Gard Automotive Manufacturing (GARD). Tom Lippet is the sales representative for DEP and Mike O’Leary is the purchasing agent for GARD, he is due to retire and replaced by Richard Binish. O’Leary begins to explain to Tom Lippet the contract will only renew for a year and give him insight on the upcoming changes that Binish will began to implement into the company. Binish wants companies to demonstrate “order winning criteria” (Bowersox, Closs, Cooper & Bowersox, 2013). Order-winning criteria are unique selling points or a competitive advantage. It differentiates the products or services from competition. The terms order-winning and order-qualifying were introduced by professor T. Hill from the London Business School to differentiate the criteria that allows a company to compete in the market (order-qualifying) from the criteria that provide a competitive advantage (order-winning), (www.referenceforbusiness.com). In the DEP/GARD Supply Chain, they have several stages that are adding value, such as their ability to maintain a 7-day supply of all their compounds and their continuous advancements in technology, their packaging and product manufacturing. One of the companies down falls has been the inability to move their product at a consistent rate, their delayed paperwork process and inventory of their material (Bowersox, Closs, Cooper & Bowersox, 2013). Using DEP as the primary...
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...competitors’ products began to match DEP’s. Firms now compete based on logistics quality. To keep the GARD business, DEP must improve its logistical performance to meet the customer’s rising expectations. The textbook illustrates a concept called the “shrinking service window.” The idea behind the shrinking service window is that customers have begun to expect higher levels of service (higher fill rates) in less time (shorter order cycles). In GARD’s case, a change in leadership is responsible for the new, higher expectations. The change, however, is indicative of the realization that logistics has become a strategic weapon. The case illustrates that DEP must either match competitors’ service or face losing a major customer. Solutions to Questions 1. A diagram of the DEP-GARD supply chain is provided on the next page. Stages that are adding value: • Inbound transportation from the suppliers • DEP packaging • manufacturing • product delivery Stages that are not adding value: • “dwell time” at the remote warehouse • matching orders to paperwork • materials receiving • materials inventory DEP-GARD supply chain Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 60% 60% 15% 15% 25% 25% 15% 15% 15% 15% 25% 25% 60% 60% 60% 60% 25% 25% A B E F A B...
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...ORDER QUALIFYING AND ORDER WINNING Introduction I got a quotation from an Online book store for the first two books we are using in a module. It was costing ZAR 2500, about US$320 at the time. They promised delivery within seven days. This was quite responsive but at a premium considering that I could get the same from ‘Kalahari.com’ for US$ 150. This was however going to take 21 days. Cost effective and efficient but not responsive. I traded off the speed (responsiveness) to cost (effectiveness and efficiency) because I did not have capability (resources) to meet the earlier. I had time in my hands as I only expected to use the volumes after two weeks. This was my strategic fit. Certainly I was a player in this supply chain. I took the email address of the store ‘Kalahari.com’ was using to source this book from the UK and they periodically updated me on the status of the order giving me waybill number and when to expect the book. Qualifiers and Winners Shipping industry plays a major role in supply chain. Major companies like Maersk operate an integrated system where they operate own ships and outsource trucks to deliver containers basically to the client’s door. This sets it apart from ‘the crowd’. Shipping is a very efficient mode of transportation but very slow. Safmarine, a subsidiary of Maesrk, embarked on renewal of fleet. A modern fleet is dynamic (flexible) fast (speed) and reliable (dependable) IMO regulates, through member states, the shipping industry. They...
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...for delivery. 1.c The stages not adding value are: all of the time the compounds sit in the warehouse; the seven day inventory; the antiquated way (manual) they match manufacturing ticket with the purchase order and prepare shipping documents; possibly the use of common carriers and 6+ days of shipment (max). 2.Minimum order cycle time: 2 days shortest lead time for suppliers+ 6 days orders produced+ 3 days from manufacturing to shipment + 1 day shipping = 8 days minimum. Maximum order cycle time: 9 days longest lead time for suppliers + 8 days orders produced+6 days from manufacturing to shipment + 6 days shipping = 25 days maximum 3. Yes, the performance cycle can be improved using the 25/15% suppliers. The trade-offs are: the compounds may cost more vs. more reliability in filling orders; more cost vs. better service levels; greater reliability in filling orders vs. requirement to maintain high inventory levels; lower inventory levels = lower total costs. 4.a. I’d make the following changes; (1) I’d change the way we purchase our compounds; specifically, (1) the lowest price is not always the best value (consider costs, delivery, service levels) (2) I’d reduce the inventory levels since holding the amount we have is not based on need; if we order from suppliers with a better fill...
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... a firm can become obsolete and lose business. Under a new purchasing agent, GARD looks to improve its efficiency of operations. Currently the firm works within a 10 day delivery, plus or minus 2 days, which is a 5 day service window. If this is the industry standard, GARD will not have a competitive advantage over other similar firms and must continually seek to improve it operations. GARD seeks to reduce the service window to 3 days. This added value will improve GARD strategic position and improve market competitiveness. Within the supply chain, GARD has to be mindful of the integration of other firms to ensure their goals can be met by other firms that support their operations. DEP order process results in production within a 6-8 day span from order due to manual receipt and input of orders from customers. With the prospect of GARD reducing its service window, this 6-8 day...
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...1. Describe the culture for race car drives. Race car drivers of course accept a lot of risk when they compete in a race, and believe that in order to succeed they must take risks. Some risks include crashes with other vehicles and possible loss of life, either from crashing their cars into into the other vehicles, inanimate objects, or other people, as with the death of Kevin Ward Jr. (Daft / People.com) At the same time, race car drivers receive an adrenaline rush from racing. They receive this rush from the super-fast speeds, and pushing themselves and their cars to the edge. (Daft) 2. How does NASCAR show social responsibility? Many companies have started focusing on social issues, and NASCAR is no different. Since it started, NASCAR has been working with charity programs and non-profit foundations. Their main charitable contributions have been toward helping children. (Daft) NASCAR also has a Green Initiative to help reduce air and water pollution by reducing the amount of poisonous gases emitted by racing vehicles. They also extend their green initiative into their office environment through cardboard and ink recycling. (Daft) Additionally, NASCAR has also been working into improve the diversity in race car driving by increasing the number of minorities and women drivers. (Daft) 3. Describe the cultural tug of war. A Tug of War is described as “a contest in which two people or teams pull opposite ends of a rope in an attempt...
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...Operations Strategy Ted James Download free books at Ted James Operations Strategy Download free eBooks at bookboon.com 2 Operations Strategy © 2011 Ted James & bookboon.com ISBN 978-87-7681-828-9 Download free eBooks at bookboon.com 3 Operations Strategy Contents Contents 1 Introduction 7 2 Defining Operations Strategy 8 2.1 What is Operations Management? 8 2.2 The Role of Services in Operations Management 8 2.3 What is Strategy? 9 2.4 What is Operations Strategy? 10 3 Operations Strategy Formulation 11 3.1 Hill framework for Operations Strategy Formulation 11 4 Lean Operations 13 4.1. Eliminate Waste 13 4.2 Involvement of Everyone 14 4.3 Continuous Improvement (CI) 14 4.4 Implementing Lean 14 5 Business Process Reengineering (BPR) 17 5.1 Implementing Business Process Redesign 17 I joined MITAS because I wanted real responsibili� I joined MITAS because I wanted real responsibili� Real work International Internationa opportunities al �ree wo placements work or �e Graduate Programme for Engineers and Geoscientists Maersk.com/Mitas www.discovermitas.com M Month 16 I was a construction M supervisor ina cons I was the North Sea supe advising and the N he helping foremen advis s Real work solve problems he helping International Internationa opportunities ...
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...In the future, special AI computers called "Cyber Systems" have been used in racing to help racers improve their abilities and reduce accidents. One of them is a machine called "Asurada", a super-intelligent AI computer developed by Sugo Corporation, which is being targeted by Smith, who wants to use it as a military weapon. As the system is built for racing, Sugo puts Asurada into a car called GSX and delivers it to the Cyber Formula GPX's qualifying round in Fujioka, however, during the delivery, the machine is attacked. The story focuses on a young 14-year-old boy named Hayato Kazami, the son of the designer of the car, who activates Asurada GSX in order to escape from Smith's men. But because of the machine has locked Hayato's driver data, he has no choice but to become a racer for the Sugo Team. In the first qualifier, he races heatly with Naoki Shinjyo from Aoi and ends up in third place. In the second qualifying round, Hayato meets Johji Ohtomo, a racer from Albatross DDT and become good friends. During Hayato's training at night, he is attacked by Smith's men. In the race, Asurada's tire blows up, Hayato barely completes the race in third place. Hayato made it into the final 10 rounds of the Cyber GPX mainly with Asurada's ability and luck, which makes him overconfident. In the first race, he false-started and got a 60-second time penalty. Hayato pushed Asurada too far and was forced to retire. This made him realize that he has next to no skill at all. Hayato went...
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...light trucks and autos for U.S. auto producers. One of the companies that GARD buys from year in and out is DuPont Engineering Polymers (DEP) which has been a stable company and a top product which earned another contract this year. “Tom Lippet, sales representative for DuPont Engineering Polymers (DEP)” has been working with “Mike O’Leary, purchasing agent at GARD” for years concerning the contract who will be retiring in a few months and Richard Binish will be O’Leary’s successor. He is ready to make some changes which will bring up some questions in DEPs eyes in the business game. “In Binish’s terms, product merely becomes a ‘qualifying criterion.’ If everyone’s product is comparable, especially in something such as polymer feedstock, how do you distinguish yourself? Binish claims companies will need to demonstrate something called ‘order winning criteria’ to get our business in the future.” For DEP to keep the GARD business, they will need to improve its logistical performance to meet rising expectations from the customers. Body Certain stages are adding value in the DEP/GARD supply chain which shows what is needed to have economic value which “builds on economy of scale in operations as a source of efficiency.” When things are done as well as can be it shows what you can get at high quality at a low price. The market value is “about presenting an attractive assortment of products at the right time and place to realize effectiveness.” The positive side of this is...
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...“Order winner and order qualifier are criteria defined by managers within their operation strategy plan to gain competitive advantage in the market”(Encyclopedia of Business, 2nd Ed.) Order Winners and qualifiers are used to measure and to assure managers in relation to the products or services that they provide. Order winners are issues that directly and significantly help products win orders in the marketplace. People buying the product or service regard such factors as key reasons for buying or using the product or service. An Order qualifier is the characteristic of a companies product or service which are set in order for a customer to consider the product or service for either purchase or use. The Order winner is what we would consider as the winning factor, giving that extra factor to win the customer or service over that of other competitors. Companies must provide qualifiers to enter the given market and become equally as good as the competitors in order to keep sales and service levels before being able to enter with a winner in order to be that one step above another competitor. “The success of a company depends greatly on Order-winner factor“ (Slack, Lewis 2008). It is one of the most important issues that pushes and persuades people to take or use a product or service from a company. The order winner issue tends to be at the top of the list for companies and the managers that make these strategic plans, because it seems to benefits the given company...
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...advantages. The purpose of this study is to critically access the operational method and strategies adopted in a technical support department of a call center in order to provide maximum customer satisfaction. The selected organization is a multinational information technology (IT) corporation from the United State. The company provides IT related hardware and services to home and business users across 120 countries. It has about hundred thousand employees in 30 locations worldwide. The organization emphasizes on delivering exceptional customer experience and treat customer satisfaction as its priority focus. 2.0 The organization functional groups The organization consists of eight functional groups that work closely together to achieve organizational goal. The functional group can be categorized under two functional type; external customer facing and internal customer facing. The external customer facing functional groups are sales and marketing, technical support and customer service department. The internal customer facing functional group are human resource, finance and accounting, information system, procurement and logistic, and product design and development department. Operation management plays the utmost important role in managing, integrating, controlling and communicating each functional group in order to produce and deliver its products and services effectively and efficiently to satisfy customer’s needs. Slack et al. (2010) define operation management as the activity...
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...Coursework - Long Ridge Flying Club Executive Summary Long Ridge Gliding Club (LRGC) is a not-for-profit organization run by its members, operating out of an old farmhouse. It has decent facilities and 6 gliders, used by both club members (150 members) and casual members (700 trial flights last year). The club has the following primary concerns; * Poor safety record – in the past 2 years 4 gliders had crashed, resulting in 2 fatalities and 3 serious injuries. This may also raise questions on the quality of the gliders and other associated equipment. * High operating cost – due to the above incidents, the insurance premium has increased significantly. * Insufficient flying time – club members provide coaching and spend substantial amount of time in helping out in the preparatory work to get flyers in the air, and thus, having less flying time for themselves. * Long waiting time – casual members are concerned about having to wait up to 2 hours before being able to fly, even though pre-booking had been done. * Limited new memberships – although there were 700 trial flights last year, only a handful of those who attended the trials became club members. The write-up below aims to review the operations strategy by; * Evaluating the service to club and casual members. * Charting the 5 performance objectives against the expectations of the club/casual members and the actual performance of the club. From the above review, recommendations...
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