Operations Strategy - 7th Edition

"Sets the standard for excellence in the field and distinguishes itself as a truly vital and comprehensive book within its domain. The book is enriched by numerous real-world and up-to-date examples, along with insightful case studies, ensuring that the readers gain a holistic understanding of the subject."
Dr Arijit Bhattacharya, Associate Professor in Operations & Supply Chain Management, Norwich Business School, UEA
The go-to resource on operations strategy, exploring key activities, processes and decisions adopted by a wide range of businessesOperations Strategy, 7th edition encourages a thorough understanding of the topic, building on concepts from strategic and operations management to marketing and HR management.
The way an organisation manages their operations strategically can have a huge impact on its prospects whether large or small, service or manufacturing, for-profit or not-for-profit, international or local. Operations strategy is fundamental to the success of any organisation and a major source of competitive advantage.
The text encourages you to explore the key strategic decisions adopted by a wide range of organisations in different sectors, and is ideal for MBA students, upper-level undergraduates, postgraduates and executives.
"Slack and Lewis have approached the ethical, societal, and environmental issues affecting business operations strategy in a post-pandemic world, with a blend of new chapters and contemporary case studies based on both external and internal contexts an essential item for any serious Operations Strategy resource list."
Jamie Rundle, Senior Lecturer in Management, Nottingham Business School, UK
New to this edition:

• More on responsible and sustainable operations brings the book up to date with recent developments, showing how operations impact social, ethical, and environmental issues.
• Increased emphasis on risk in operations strategy and the importance of external and internal context.
• Updated with several new examples throughout now including an even wider range of different types of organisation.
• Four new case studies (bringing the total to 18) explore real-life practical applications to use in class or individually to ground theoretical concepts: House Partnerships at Concept Design Services, IKEA Looks to the Future, Kaston-Trenton Services, and computer game development at Widescale Studio.

"To me, the textbook of Slack and Lewis is the best in the field of Operations Strategy."
Jan de Vries, Professor of Operations Management, University of Groningen, The Netherlands

List of contents

Preface Authors' acknowledgements Chapter 1 What is operations strategy?

• Introduction
• 1.1 Why is operations excellence fundamental to strategic success?
• 1.2 What is operations strategy and how is it different from operations
• management?
• 1.3 How should operations strategy reflect overall strategy (top-down)?
• 1.4 How do the requirements of the market influence operations
• strategy (outside-in)?
• 1.5 How can operations strategy learn from operational experience
• (bottom-up)?
• 1.6 How can the intrinsic capabilities of an operation's resources
• influence operations strategy (inside-out)?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 2 The context, content and process of operations strategy

• Introduction
• 2.1 What is the difference between the context', content' and the
• process' of operations strategy?
• 2.2 What is the context of operations strategy?
• 2.3 What is the content of operations strategy?
• 2.4 What is the process of operations strategy?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 3 Operations performance

• Introduction
• 3.1 What is meant by operations performance?
• 3.2 How is operations performance judged at a societal level?
• 3.3 How is operations performance judged at a strategic level?
• 3.4 How is operations performance judged at an operational level?
• 3.5 Does the relative importance of performance objectives vary over time?
• 3.6 Do operations performance objectives trade-off against each other? 3.7 What are the advantages and disadvantages of focused operations?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 4 Responsible operations strategy

• Introduction
• 4.1 What is responsible operations strategy?
• 4.2 How does the environmental dimension of responsibility affect
• operations strategy?
• 4.3 How does the social dimension of responsibility affect operations
• strategy?
• 4.4 How does the economic dimension of responsibility affect
• operations strategy?
• 4.5 How does the stakeholder dimension of responsibility affect
• operations strategy?
• 4.6 How does the voluntariness dimension of responsibility affect
• operations strategy?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 5 Capacity strategy

• Introduction
• 5.1 What is capacity strategy?
• 5.2 How much capacity should an operation have?
• 5.3 How many separate sites should an operation have?
• 5.4 What issues are important when changing capacity levels?
• 5.5 What tasks should be allocated to sites?
• 5.6 Where should capacity be located?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 6 Purchasing and supply strategy

• Introduction
• 6.1 What is purchasing and supply strategy?
• 6.2 What should we do and what should we buy?
• 6.3 How we buy: what is the role of contracts and/or relationships?
• 6.4 How do we manage supply dynamics?
• 6.5 How do we manage supply networks over time?
• 6.6 How do we manage supply chain risks?
• Summary answers to key questions
• Further reading
• Notes on the chapter

Chapter 7 Process technology strategy

• Introduction
• 7.1 What is process technology strategy and why is it becoming
• more important?
• 7.2 How can process technology

About the author

Nigel Slack is an Emeritus Professor of Operations Management and Strategy at Warwick Business School, Honorary Professor at Bath and Birmingham Universities, and Honorary Fellow of the European Operations Management Association.
Michael Lewis is a Professor of Operations and Supply Management at Bath School of Management.

Summary

"Sets the standard for excellence in the field and distinguishes itself as a truly vital and comprehensive book within its domain. The book is enriched by numerous real-world and up-to-date examples, along with insightful case studies, ensuring that the readers gain a holistic understanding of the subject."
Dr Arijit Bhattacharya, Associate Professor in Operations & Supply Chain Management, Norwich Business School, UEA

The go-to resource on operations strategy, exploring key activities, processes and decisions adopted by a wide range of businesses

Operations Strategy, 7th edition encourages a thorough understanding of the topic, building on concepts from strategic and operations management to marketing and HR management.
The way an organisation manages their operations strategically can have a huge impact on its prospects whether large or small, service or manufacturing, for-profit or not-for-profit, international or local. Operations strategy is fundamental to the success of any organisation and a major source of competitive advantage.
The text encourages you to explore the key strategic decisions adopted by a wide range of organisations in different sectors, and is ideal for MBA students, upper-level undergraduates, postgraduates and executives.
"Slack and Lewis have approached the ethical, societal, and environmental issues affecting business operations strategy in a post-pandemic world, with a blend of new chapters and contemporary case studies based on both external and internal contexts an essential item for any serious Operations Strategy resource list."
Jamie Rundle, Senior Lecturer in Management, Nottingham Business School, UK
New to this edition:

• More on responsible and sustainable operations brings the book up to date with recent developments, showing how operations impact social, ethical, and environmental issues.
• Increased emphasis on risk in operations strategy and the importance of external and internal context.
• Updated with several new examples throughout now including an even wider range of different types of organisation.
• Four new case studies (bringing the total to 18) explore real-life practical applications to use in class or individually to ground theoretical concepts: House Partnerships at Concept Design Services, IKEA Looks to the Future, Kaston-Trenton Services, and computer game development at Widescale Studio.

"To me, the textbook of Slack and Lewis is the best in the field of Operations Strategy."
Jan de Vries, Professor of Operations Management, University of Groningen, The Netherlands

Product details

• Authors: Mike Lewis, Nigel Slack
• Publisher: Pearson Academic
• Languages: English
• Product format: Paperback / Softback
• Released: 10.11.2023
• EAN: 9781292459271
• ISBN: 978-1-292-45927-1
• Series: Pearson
• Subject: Social sciences, law, business > Business > Management