Operations strategy:
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Harlow [u.a.] ; Munich
Financial Times Prentice Hall
2008
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| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturangaben |
| Beschreibung: | XXIV, 470 S. Ill., graph. Darst., Kt. |
| ISBN: | 9780273695196 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804137768430862336 |
|---|---|
| adam_text | Brief contents
List of figures and tables, and exhibits from case studies xi
Préface xix
Acknowledgements xxiii
1 What is opérations strategy? 1
2 Opérations performance 35
3 Capacity strategy 69
4 Supply network strategy 99
5 Process technology strategy 135
6 Improvement strategy 165
7 Product and service development and organisation 196
8 The process of opérations strategy - sustainable alignment 227
9 The process of opérations strategy - substitutes for strategy? 264
10 The process of opérations strategy - implementation 299
Case studies 333
Index 457
Contents
List of figures and tables, and exhibits from case studies xi
Préface xix
Acknowledgements xxiii
1 What is opérations strategy? 1
Introduction 1
Key questions 1
What is opérations and why is it so important? 1
What is strategy? 5
Opérations strategy - opérations is not always operational 6
The content of opérations strategy - an overview 19
The opérations strategy matrix 26
Summary answers to key questions 29
Further reading 31
Appendix: the resource-based view of the firm 31
Notes on the chapter 33
2 Opérations performance 35
Introduction 35
Key questions 36
Opérations performance objectives 36
The relative importance of performance objectives change over time 48
Trade-offs 54
Targeting and opérations focus 61
Summary answers to key questions 67
Further reading 68
Notes on the chapter 68
3 Capacity strategy 69
Introduction 69
Key questions 70
What is capacity strategy? 69
The overall level of opérations capacity 71
The number and size of sites 80
Capacity change 82
Location of capacity 89
Summary answers to key questions 96
Further reading 97
Notes on the chapter 98
lONTENTS
4 Supply network strategy 99
Introduction 99
What is supply network strategy? 99
Key questions 100
The outsourcing décision - vertical intégration? Do or buy? 108
Traditional market-based supply 112
Partnership supply 117
Which type of relationship? 121
Network behaviour 123
Network management 126
Summary answers to key questions 132
Further reading 133
Notes on the chapter 134
5 Process technology strategy 135
Introduction 135
Key questions 136
What is process technology strategy? 136
Scale/scalability - the capacity of each unit of technology 138
Degree of automation/ analytical content - what can each unit of
technology do? 141
Degree of coupling/connectivity - how much is joined together? 143
The product-process matrix 145
Evaluating process technology 151
Summary answers to key questions 162
Further reading 163
Note on the chapter 164
6 Improvement strategy 165
Introduction 165
Key questions 165
Development and improvement 165
Setting the direction 170
Importance-performance mapping 178
Developing opérations capabilities 182
Deploying capabilities in the market 187
Summary answers to key questions 192
Further reading 194
Notes on the chapter 194
7 Product and service development and organisation 196
Introduction 196
Key questions 197
The stratégie importance of product and service development 197
Product and service development as a process 203
CONTENTS ix
A market requirements perspective on product and service development 210
An opérations resources perspective on product and service development 215
Summary answers to key questions 224
Further reading 225
Notes on the chapter 226
8 The process of opérations strategy - sustainable alignment 227
Introduction 227
Key questions 227
What is sustainable alignment? 228
Sustaining alignment over time 233
What should the formulation process be trying to achieve? 246
Analysis for formulation 248
Formulation models for alignment 251
The challenges to opérations strategy formulation 253
Summary answers to key questions 261
Further reading 262
Notes on the chapter 262
9 The process of opérations strategy - substitutes for strategy? 264
Introduction 264
New approaches to opérations 264
Key questions 265
Total Quality Management (TQM) 266
Lean opérations 271
Business process reengineering (BPR) 278
Enterprise Resource Planning (ERP) 282
Six Sigma 287
Some common threads 293
Summary answers to key questions 297
Further reading 298
Notes on the chapter 298
10 The process of opérations strategy - implementation 299
Introduction 299
Key questions 299
What is implementation? 300
Purpose - the stratégie context 300
Point of entry - the organisational context 305
Process - the methodological context 317
Project management - the delivery context 319
Participation - the operational context 325
Summary answers to key questions 330
Further reading 332
Notes on the chapter 332
CONTENTS
Cases studies 333
1. Bunge Limited 335
2. IKEA s global sourcing challenge: Indian rugs and child labour 364
3. From Russia with love 378
4. McDonald s Corporation 390
5. Kuhn Flowers 402
6. Inditex: Zara and beyond 418
7. Delta Synthetic Fibres (DSF) 423
8. The Greenville Opération 430
9. Turnround at the Preston plant 439
10. Disneyland Resort Paris 446
Index 457
Supporting resources
Visit www.pearsoned.co.uk/slack to find valuable online resources
Companion Website for students
• Study guides for each chapter to help test your understanding
For instructors
• Complète, downloadable Instructor s Manual
• PowerPoint slides that can be downloaded and used for présentations
For more information please contact your local Pearson Education sales repré¬
sentative or visit www.pearsoned.co.uk/slack
List of figures and tables, and exhibits
from case studies
^ Figures
Figure 1.1 Opérations strategy must reflect four perspectives: top-down,
bottom-up, market requirements and opérations resources 2
Figure 1.2 Opérations and process management requires analysis at three
levels: the supply network, the opération and the process 3
Figure 1.3 Four perspectives on opérations strategy: top-down, bottom-up,
market requirements and opérations resources 8
Figure 1.4 Top-down and bottom-up perspectives of strategy for the
Metrology Company 10
Figure 1.5 The market requirements and opérations resource analysis of
the lighting company 12
Figure 1.6 Opérations strategy is the stratégie reconciliation of market
requirements with opérations resources 19
Figure 1.7 Decomposing the ratio profit/total assets to dérive the four
stratégie décision areas of opérations strategy 23
Figure 1.8 Opérations strategy décision areas are partly structural and partly
infrastructural 25
Figure 1.9 The opérations strategy matrix 26
Figure 1.10 Opérations strategy matrix for Seven-Eleven Japan 28
Figure 2.1 This chapter examines how the relative importance of the market
requirements and opérations resource perspectives change over
time, how performance objectives trade-off between each other
and how opérations focus can lead to exceptional performance 35
Figure 2.2 Broad stratégie objectives for a parcel delivery opération applied
to stakeholder groups 37
Figure 2.3 Significant times for the delivery of two products/services 39
Figure 2.4 Différent product groups require différent performance
objectives 44
Figure 2.5 Polar diagrams for newspaper collection (NC) and gênerai
recycling (GR) services and a proposed police performance
method 45
Figure 2.6 Qualifiers, order-winners and delights expressed in terms of their
compétitive benefit with achieved performance 46
Figure 2.7 What is the opération doing today to develop the capabilities
that will provide the delights of the future? 48
Figure 2.8 The effects of the product/service life cycle on opérations
performance objectives 49
Figure 2.9 Market requirements, opérations resources and stratégie
reconciliation at VW over 70 years 53
Figure 2.10 The efficient frontier 58
Figure 2.11 Opérations focus concept illustrated using the efficient frontier
model 59
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Figure 2.12 Burning bridges behind you increases commitment but
reduces flexibility 65
Figure 3.1 This chapter looks at capacity strategy 69
Figure 3.2 Some factors influencing the overall level of capacity 72
Figure 3.3 Cost, volume, profit illustration 76
Figure 3.4 Unit cost curves 78
Figure 3.5 Expanding physical capacity in advance of effective capacity can
bring greater returns in the longer term 80
Figure 3.6 Some factors influencing the number and size of sites 80
Figure 3.7 Some factors influencing the timing of capacity change 83
Figure 3.8 (a) Capacity-leading and capacity-lagging stratégies; (b)
smoothing with inventory means using the excess capacity of
one period to produce inventory which can be used to supply
the under-capacity period 84
Figure 3.9 (a) Capacity plans for meeting demand using either 800- or
400-unit capacity plants; (b) smaller-scale capacity incréments
allow the capacity plan to be adjusted to accommodate changes
in demand 86
Figure 3.10 Rarely does each stage of a supply chain hâve perfectly balanced
capacity because of différent optimum capacity incréments 88
Figure 3.11 Some factors influencing the location of sites 92
Figure 3.12 A major influence in where businesses locate is the
cost of operating at différent locations, but total operating cost
dépends on more than wage costs or even total labour costs
(which include allowances for différent productivity rates). The
chart illustrâtes what makes up the cost of a shirt sold in France.
Remember, the retailer will often sell the item for more than
double the coast 95
Figure 4.1 This chapter looks at supply network strategy 99
Figure 4.2 Supply networks are the interconnections of relationships
between opérations 101
Figure 4.3 The value net 103
Figure 4.4 Types of supply relationship 107
Figure 4.5 Vertical intégration décisions 109
Figure 4.6 The décision logic of outsourcing 110
Figure 4.7 Eléments of partnership relationships 118
Figure 4.8 Some factors influencing the nature of network relationships 122
Figure 4.9 Fluctuations of production levels along supply chain in response
to small change in end-customer demand 124
Figure 4.10 Potential perception mismatches in supply chains 126
Figure 4.11 Typical supply chain dynamics 128
Figure 4.12 Matching the opérations resources in the supply chain with
market requirements 130
Figure 5.1 This chapter looks at process technology strategy 135
Figure 5.2 Scale and scalability are important characteristics of technology 140
Figure 5.3 Automation and analytical content are important
characteristics of technology 142
Figure 5.4 Coupling and connectivity are important characteristics of
technology 144
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES xiii
Figure 5.5 The three dimensions of process technology are often closely
linked 145
Figure 5.6 The product-process matrix and the technology dimensions 146
Figure 5.7 Moving down the diagonal of the product-process matrix in
retail banking 147
Figure 5.8 Market pressures are requiring opérations to be both flexible
and low cost 150
Figure 5.9 New developments in process technology can change the
cost-flexibility trade-off 151
Figure 5.10 Broad catégories of évaluation criteria for assessing concepts 152
Figure 5.11 Cash inflows, outflows and requirements up to the finish of
the project (€000s) 154
Figure 5.12 Assessing the acceptability of a process technology 155
Figure 5.13 Performance of laboratory analysis and data-based Systems 161
Figure 6.1 This chapter looks at development and organisation
(opérations development and improvement) 166
Figure 6.2 The direct , develop , deploy stratégie improvement cycle 170
Figure 6.3 Directing improvement is a cycle of comparing targets with
performance 171
Figure 6.4 Performance targets can involve différent levels of aggregation 172
Figure 6.5 The measures used in the balanced scorecard 174
Figure 6.6 Différent standards of comparison give différent messages 177
Figure 6.7 The importance-performance matrix 179
Figure 6.8 The importance-performance matrix for TAG s overnight
température controlled service 181
Figure 6.9 The sandcone model of improvement; cost réduction relies on a
cumulative foundation of improvement in the other
performance objectives 183
Figure 6.10 Log-log expérience curve for a voucher processing centre 184
Figure 6.11 Process control may be one of the most operational of tasks, but
it can bring stratégie benefits 189
Figure 6.12 Deploying operation s capabilities to create market potential
means ensuring that the opérations function is expected to
contribute to market positioning 189
Figure 6.13 The four-stage model of opérations contribution 191
Figure 7.1 This chapter looks at development and organisation strategy
(product and service development and organisation) 196
Figure 7.2 The increasing stratégie importance of product and service
development 197
Figure 7.3 The link between product/service and process development can
be closer in service industries 201
Figure 7.4 Opérations strategy analysis for product and service development 204
Figure 7.5 A typical stage model of the product and service development
process 206
Figure 7.6 (a) The idealised development funnel; (b) the development
funnel for one company 209
Figure 7.7 (a) Sequential arrangement of the stages in the development
activity; (b) simultaneous arrangement of the stages in the
development activity 211
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Figure 7.8 Slow and/or delayed development times, which can be the resuit
of quality or flexibility failures, will increase costs and can reduce
revenue 215
Figure 7.9 The vicious cycle of under resourcing development capacity 217
Figure 7.10 Organisation structures for design processes 223
Figure 8.1 This chapter concerns the process of achieving sustainable
alignment of market requirements with opérations resources 227
Figure 8.2 In opérations strategy fit is the alignment between market and
opérations capability 229
Figure 8.3 Fit can mean aligning resources with markets or markets with
resources 230
Figure 8.4 Align opérations resources with market requirements, or align
market positioning with opérations resources capabilities 232
Figure 8.5 In opérations strategy fit is the alignment between market and
opérations capability 233
Figure 8.6 Excessively tight fit can increase the risks of misalignment
between market requirements and opérations resource capability 234
Figure 8.7 Initial opérations strategy matrix for CAG Recycling Services 235
Figure 8.8 Opérations strategy matrix for CAG Recycling Services after
acquiring the high-volume public-authority consortium contract 236
Figure 8.9 Opérations strategy matrix for CAG Recycling Services as they
anticipated future recycling législation 236
Figure 8.10 Alignment over time at CAG Recycling Services 237
Figure 8.11 Single-loop learning in opérations and the potential limitations
of single-loop learning 242
Figure 8.12 Double-loop learning questions the appropriateness of opérations
performance 243
Figure 8.13 Disruptive technological change 245
Figure 8.14 Fit is concerned with ensuring comprehensiveness,
correspondence, cohérence and criticality 246
Figure 8.15 The Hill methodology of opérations strategy formulation 252
Figure 8.16 The Platts-Gregory procédure 254
Figure 8.17 Uses of profiling in the Platts-Gregory procédure 255
Figure 9.1 This chapter concerns the process of using substitutes for strategy 264
Figure 9.2 EFQM excellence model 269
Figure 9.3 TQM éléments in the four opérations strategy décision catégories 271
Figure 9.4 (a) Traditional and (b) lean synchronised flow between stages 272
Figure 9.5 The four éléments of lean 273
Figure 9.6 Lean éléments in the four opérations strategy décision catégories 278
Figure 9.7 BPR advocates reorganising (reengineering) processes to reflect
the natural end-to-end processes that fulfil customer needs 280
Figure 9.8 BPR éléments in the four opérations strategy décision catégories 283
Figure 9.9 ERP intégrâtes planning and control information from ail parts
of the organisation 284
Figure 9.10 ERP éléments in the four opérations strategy décision catégories 288
Figure 9.11 The DMAIC cycle of Define, Measure, Analyse, Improve and
Control 290
Figure 9.12 Six Sigma éléments in the four opérations strategy décision
catégories 292
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES XV
Figure 9.13 Each of the new approaches positioned in terms of their
emphasis on what changes to make or how to make the
changes, and whether they emphasise rapid or graduai
change 295
Figure 10.1 This chapter concerns the process of implementing opérations
strategy 299
Figure 10.2 Implementing an opérations strategy that involves moving from
A to B means understanding current and intended market
requirements and opérations resource capabilities so that the
extent and nature of the change can be assessed 301
Figure 10.3 Implementing a strategy that moves an opération from A to B
may mean deviating from the line of fit and therefore exposing
the opération to risk 302
Figure 10.4 Pure risk has only négative conséquences (A to C); spéculative
risk can hâve both positive (A to B) and négative (A to D or A to
E)conséquences 303
Figure 10.5 (a) U-form organisations give prominence to functional
groupings of resources; (b) the M form séparâtes the
organisation^ resources into separate divisions; (c) matrix form
structures the organisation s resources so that they hâve two (or
more) levels of responsibility; (d) N form organisations form
loose networks internally between groups of resources and
externally with other organisations 310
Figure 10.6 A typology of the central opérations function 313
Figure 10.7 Information relationships for the four types of central
opérations functions 315
Figure 10.8 The réduction in performance during and after the
implementation of a new technology reflects adjustments
costs 319
Figure 10.9 Implementation project difficulty is determined by scale,
complexity and uncertainty 321
Figure 10.10 The power-interest grid 322
Figure 10.11 Stages in the implementation project planning process 323
Figure 10.12 Work breakdown structure for an implementation project to
design an information interface 323
Figure 10.13 Gantt chart for the implementation project to design an
information interface 324
Figure 10.14 Learning potential dépends on both resource and process
distance 326
4 Tables
Table 1.1 Compétitive factors for two opérations grouped under their
generic performance objectives 20
Table 1.2 Some décisions in each décision area for a hôtel chain and an
automobile manufacturer 24
Table 2.1 Examples of hard and soft dimensions of spécification quality 38
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Table 2.2 The range and response dimensions of the four types of total
opérations flexibility 41
Table 2.3 Internai and extemal benefits of excelling at each performance
objective 43
Table 2.4 Firms can use various criteria to focus their opérations 64
Table 3.1 Three levels of capacity décision 71
Table 3.2 Analysis of existing opération and two options 82
Table 3.3 The advantages and disadvantages of pure leading, pure lagging
and smoothing with inventories stratégies of capacity timing 85
Table 4.1 How in-house and outsourced supply may affect an operation s
performance objectives 111
Table 4.2 Understanding the qualitative dynamics of supply chains 127
Table 4.3 Coordinating mechanisms for reducing supply chain dynamic
instability 129
Table 5.1 Some process technologies classified by their primary inputs 137
Table 5.2 Evaluating the acceptability of process technology investment
on market criteria 157
Table 5.3 The four dimensions of stratégie opérations resources 159
Table 6.1 Some features of breakthrough and continuous improvement 168
Table 6.2 The degree of process change can be characterised by changes
in the arrangement and nature of process activities 169
Table 6.3 Some typical partial measures of performance 176
Table 6.4 Characteristics of Bohn s eight stages of process knowledge 187
Table 7.1 The degree of product/service change can affect both its external
appearance and its internai methodology/technology 199
Table 8.1 Internai and external défensive static mechanisms of
sustainability 239
Table 8.2 Some possible operations-related factors in a SWOT analysis 249
Table 10.1 The opérations function in différent organisational forms 311
Table 10.2 Time, resource and relationships for the sales System interface
design implementation 324
Exhibits from case studies
Bunge Limited
Exhibit 1 Bunge Limited fmancial summary ($ million - financial year
ending 31 December) 352
Exhibit 2 Bunge business segment selected financial data ($ million) 352
Exhibit 3 Comparison of total cost of production and transport of
soybeans to export market in northern Europe between Sapezal,
Mato Grosso, Brazil and Jefferson, Iowa, USA 353
Exhibit 4 Global soybean production: South America as the new growth
area 353
Exhibit 5 World soybean crush évolution (million metric tonnes
crushed) 354
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES xvii
Exhibit 6 Soybean crushing margins (Chicago Board of Trade US $/ton
and US $/bushel) 354
Exhibit 7 Soybean value chain from farm to retail 355
Exhibit 8 Illustrative agribusiness économies ($ per metric tonne) 356
Exhibit 9 Bunge s stock price vs. S P 357
Exhibit 10 Evolution of Bunge s oilseed processing (million tons of
capacity) 357
Exhibit 11 Soybean crushing market shares, 2001 358
Exhibit 12 Bunge global markets offices 358
Exhibit 13 Brazilian fertiliser growth, indexed to 1991 359
Exhibit 14 Evolution of Bunge s retail fertiliser business (million tons
of NPK) 359
Exhibit 15 The soybean product tree 360
Exhibit 16 Soy ingrédients market share, 2001 360
Exhibit 17 Bunge s position in oilseed processing 361
Exhibit 18 Bunge Limited organisation 361
Exhibit 19 Evolution of the compétitive field in grains and oilseeds 362
Exhibit 20 Key metrics for Bunge and its competitors, 2001 362
Exhibit 21 ADM financials ($ millions), fiscal year ends 30 June 363
Exhibit 22 Cargill, Inc. financial highlights 1995-2001 ($ million), fiscal
year ends 30 June 363
IKEA s global sourcing challenge: Indian rugs and child labour
Exhibit 1 IKEA stores, fiscal year ending August 1994 374
Exhibit 2 IKEA history: selected events 375
Exhibit 3 A Furniture Dealer s Testament - a summarised overview 376
Exhibit 4 IKEA in figures 1993/94 (fiscal year ending 31 August 1994) 377
Exhibit 5 The UN Convention on the Rights of the Child: Article 32 377
McDonald s Corporation
Exhibit 1 McDonald s original menu 400
Exhibit 2 McDonald s menu, 1992 401
Kuhn Flowers
Exhibit 1 Kuhn Flowers: income statement for quarter ending
31 March 2004 and years ending 31 December 2003 and
31 December 2002 409
Exhibit 2 Kuhn Flowers: balance sheet for quarter ending 31 March 2004
and years ending 31 December 2003, 31 December 2002 and
31 December 2001 410
Exhibit 3 Imports of eut flowers (1992-2002) ($000) 411
Exhibit 4 Retail florists share of floral sales (1993-2003) ($ in billions) 412
Exhibit 5 Retail florists with payroll (1997-2001) 412
Exhibit 6 Spending per customer transaction (1993-2003) 413
Exhibit 7 Wal-Mart advertisement 414
Exhibit 8 Kuhn Flowers, Beach Boulevard location 415
i LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Exhibit 9 Sample page from Kuhn Flowers arrangement catalogue 417
Exhibit 10 Kuhn Flowers: sales by customer purchase occasion 417
Delta Synthetic Fibres (DSF)
Exhibit 1 Current market volumes by product and région, 2004
(millions of kg) 428
Exhibit 2 Forecasts Britlene and Britlon ranges 428
Exhibit 3 Estimated Britlon capital costs 429
Turnaround at the Preston plant
Exhibit 1 Typical process control charts (May 1998) 444
Exhibit 2 Typical process control charts (January 1999) 445
|
| adam_txt |
Brief contents
List of figures and tables, and exhibits from case studies xi
Préface xix
Acknowledgements xxiii
1 What is opérations strategy? 1
2 Opérations performance 35
3 Capacity strategy 69
4 Supply network strategy 99
5 Process technology strategy 135
6 Improvement strategy 165
7 Product and service development and organisation 196
8 The process of opérations strategy - sustainable alignment 227
9 The process of opérations strategy - substitutes for strategy? 264
10 The process of opérations strategy - implementation 299
Case studies 333
Index 457
Contents
List of figures and tables, and exhibits from case studies xi
Préface xix
Acknowledgements xxiii
1 What is opérations strategy? 1
Introduction 1
Key questions 1
What is 'opérations' and why is it so important? 1
What is strategy? 5
Opérations strategy - opérations is not always operational 6
The content of opérations strategy - an overview 19
The opérations strategy matrix 26
Summary answers to key questions 29
Further reading 31
Appendix: the resource-based view of the firm 31
Notes on the chapter 33
2 Opérations performance 35
Introduction 35
Key questions 36
Opérations performance objectives 36
The relative importance of performance objectives change over time 48
Trade-offs 54
Targeting and opérations focus 61
Summary answers to key questions 67
Further reading 68
Notes on the chapter 68
3 Capacity strategy 69
Introduction 69
Key questions 70
What is capacity strategy? 69
The overall level of opérations capacity 71
The number and size of sites 80
Capacity change 82
Location of capacity 89
Summary answers to key questions 96
Further reading 97
Notes on the chapter 98
lONTENTS
4 Supply network strategy 99
Introduction 99
What is supply network strategy? 99
Key questions 100
The outsourcing décision - vertical intégration? Do or buy? 108
Traditional market-based supply 112
Partnership supply 117
Which type of relationship? 121
Network behaviour 123
Network management 126
Summary answers to key questions 132
Further reading 133
Notes on the chapter 134
5 Process technology strategy 135
Introduction 135
Key questions 136
What is process technology strategy? 136
Scale/scalability - the capacity of each unit of technology 138
Degree of automation/'analytical content' - what can each unit of
technology do? 141
Degree of coupling/connectivity - how much is joined together? 143
The product-process matrix 145
Evaluating process technology 151
Summary answers to key questions 162
Further reading 163
Note on the chapter 164
6 Improvement strategy 165
Introduction 165
Key questions 165
Development and improvement 165
Setting the direction 170
Importance-performance mapping 178
Developing opérations capabilities 182
Deploying capabilities in the market 187
Summary answers to key questions 192
Further reading 194
Notes on the chapter 194
7 Product and service development and organisation 196
Introduction 196
Key questions 197
The stratégie importance of product and service development 197
Product and service development as a process 203
CONTENTS ix
A market requirements perspective on product and service development 210
An opérations resources perspective on product and service development 215
Summary answers to key questions 224
Further reading 225
Notes on the chapter 226
8 The process of opérations strategy - sustainable alignment 227
Introduction 227
Key questions 227
What is sustainable alignment? 228
Sustaining alignment over time 233
What should the formulation process be trying to achieve? 246
Analysis for formulation 248
Formulation models for alignment 251
The challenges to opérations strategy formulation 253
Summary answers to key questions 261
Further reading 262
Notes on the chapter 262
9 The process of opérations strategy - substitutes for strategy? 264
Introduction 264
'New' approaches to opérations 264
Key questions 265
Total Quality Management (TQM) 266
Lean opérations 271
Business process reengineering (BPR) 278
Enterprise Resource Planning (ERP) 282
Six Sigma 287
Some common threads 293
Summary answers to key questions 297
Further reading 298
Notes on the chapter 298
10 The process of opérations strategy - implementation 299
Introduction 299
Key questions 299
What is implementation? 300
Purpose - the stratégie context 300
Point of entry - the organisational context 305
Process - the methodological context 317
Project management - the delivery context 319
Participation - the operational context 325
Summary answers to key questions 330
Further reading 332
Notes on the chapter 332
CONTENTS
Cases studies 333
1. Bunge Limited 335
2. IKEA's global sourcing challenge: Indian rugs and child labour 364
3. From Russia with love 378
4. McDonald's Corporation 390
5. Kuhn Flowers 402
6. Inditex: Zara and beyond 418
7. Delta Synthetic Fibres (DSF) 423
8. The Greenville Opération 430
9. Turnround at the Preston plant 439
10. Disneyland Resort Paris 446
Index 457
Supporting resources
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Companion Website for students
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List of figures and tables, and exhibits
from case studies
^ Figures
Figure 1.1 Opérations strategy must reflect four perspectives: top-down,
bottom-up, market requirements and opérations resources 2
Figure 1.2 Opérations and process management requires analysis at three
levels: the supply network, the opération and the process 3
Figure 1.3 Four perspectives on opérations strategy: top-down, bottom-up,
market requirements and opérations resources 8
Figure 1.4 Top-down and bottom-up perspectives of strategy for the
Metrology Company 10
Figure 1.5 The 'market requirements' and 'opérations resource' analysis of
the lighting company 12
Figure 1.6 Opérations strategy is the stratégie reconciliation of market
requirements with opérations resources 19
Figure 1.7 Decomposing the ratio profit/total assets to dérive the four
stratégie décision areas of opérations strategy 23
Figure 1.8 Opérations strategy décision areas are partly structural and partly
infrastructural 25
Figure 1.9 The opérations strategy matrix 26
Figure 1.10 Opérations strategy matrix for Seven-Eleven Japan 28
Figure 2.1 This chapter examines how the relative importance of the market
requirements and opérations resource perspectives change over
time, how performance objectives trade-off between each other
and how opérations focus can lead to exceptional performance 35
Figure 2.2 Broad stratégie objectives for a parcel delivery opération applied
to stakeholder groups 37
Figure 2.3 Significant times for the delivery of two products/services 39
Figure 2.4 Différent product groups require différent performance
objectives 44
Figure 2.5 Polar diagrams for newspaper collection (NC) and gênerai
recycling (GR) services and a proposed police performance
method 45
Figure 2.6 Qualifiers, order-winners and delights expressed in terms of their
compétitive benefit with achieved performance 46
Figure 2.7 What is the opération doing today to develop the capabilities
that will provide the 'delights' of the future? 48
Figure 2.8 The effects of the product/service life cycle on opérations
performance objectives 49
Figure 2.9 Market requirements, opérations resources and stratégie
reconciliation at VW over 70 years 53
Figure 2.10 The efficient frontier 58
Figure 2.11 Opérations 'focus' concept illustrated using the efficient frontier
model 59
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Figure 2.12 Burning bridges behind you increases commitment but
reduces flexibility 65
Figure 3.1 This chapter looks at capacity strategy 69
Figure 3.2 Some factors influencing the overall level of capacity 72
Figure 3.3 Cost, volume, profit illustration 76
Figure 3.4 Unit cost curves 78
Figure 3.5 Expanding physical capacity in advance of effective capacity can
bring greater returns in the longer term 80
Figure 3.6 Some factors influencing the number and size of sites 80
Figure 3.7 Some factors influencing the timing of capacity change 83
Figure 3.8 (a) Capacity-leading and capacity-lagging stratégies; (b)
smoothing with inventory means using the excess capacity of
one period to produce inventory which can be used to supply
the under-capacity period 84
Figure 3.9 (a) Capacity plans for meeting demand using either 800- or
400-unit capacity plants; (b) smaller-scale capacity incréments
allow the capacity plan to be adjusted to accommodate changes
in demand 86
Figure 3.10 Rarely does each stage of a supply chain hâve perfectly balanced
capacity because of différent optimum capacity incréments 88
Figure 3.11 Some factors influencing the location of sites 92
Figure 3.12 A major influence in where businesses locate is the
cost of operating at différent locations, but total operating cost
dépends on more than wage costs or even total labour costs
(which include allowances for différent productivity rates). The
chart illustrâtes what makes up the cost of a shirt sold in France.
Remember, the retailer will often sell the item for more than
double the coast 95
Figure 4.1 This chapter looks at supply network strategy 99
Figure 4.2 Supply networks are the interconnections of relationships
between opérations 101
Figure 4.3 The value net 103
Figure 4.4 Types of supply relationship 107
Figure 4.5 Vertical intégration décisions 109
Figure 4.6 The décision logic of outsourcing 110
Figure 4.7 Eléments of partnership relationships 118
Figure 4.8 Some factors influencing the nature of network relationships 122
Figure 4.9 Fluctuations of production levels along supply chain in response
to small change in end-customer demand 124
Figure 4.10 Potential perception mismatches in supply chains 126
Figure 4.11 Typical supply chain dynamics 128
Figure 4.12 Matching the opérations resources in the supply chain with
market requirements 130
Figure 5.1 This chapter looks at process technology strategy 135
Figure 5.2 Scale and scalability are important characteristics of technology 140
Figure 5.3 Automation and 'analytical content' are important
characteristics of technology 142
Figure 5.4 Coupling and connectivity are important characteristics of
technology 144
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES xiii
Figure 5.5 The three dimensions of process technology are often closely
linked 145
Figure 5.6 The product-process matrix and the technology dimensions 146
Figure 5.7 Moving down the diagonal of the product-process matrix in
retail banking 147
Figure 5.8 Market pressures are requiring opérations to be both flexible
and low cost 150
Figure 5.9 New developments in process technology can change the
cost-flexibility trade-off 151
Figure 5.10 Broad catégories of évaluation criteria for assessing concepts 152
Figure 5.11 Cash inflows, outflows and requirements up to the finish of
the project (€000s) 154
Figure 5.12 Assessing the 'acceptability' of a process technology 155
Figure 5.13 Performance of laboratory analysis and data-based Systems 161
Figure 6.1 This chapter looks at development and organisation
(opérations development and improvement) 166
Figure 6.2 The 'direct', 'develop', 'deploy' stratégie improvement cycle 170
Figure 6.3 Directing improvement is a cycle of comparing targets with
performance 171
Figure 6.4 Performance targets can involve différent levels of aggregation 172
Figure 6.5 The measures used in the balanced scorecard 174
Figure 6.6 Différent standards of comparison give différent messages 177
Figure 6.7 The importance-performance matrix 179
Figure 6.8 The importance-performance matrix for TAG's 'overnight
température controlled' service 181
Figure 6.9 The sandcone model of improvement; cost réduction relies on a
cumulative foundation of improvement in the other
performance objectives 183
Figure 6.10 Log-log expérience curve for a voucher processing centre 184
Figure 6.11 Process control may be one of the most operational of tasks, but
it can bring stratégie benefits 189
Figure 6.12 Deploying operation's capabilities to create market potential
means ensuring that the opérations function is expected to
contribute to market positioning 189
Figure 6.13 The four-stage model of opérations contribution 191
Figure 7.1 This chapter looks at development and organisation strategy
(product and service development and organisation) 196
Figure 7.2 The increasing stratégie importance of product and service
development 197
Figure 7.3 The link between product/service and process development can
be closer in service industries 201
Figure 7.4 Opérations strategy analysis for product and service development 204
Figure 7.5 A typical 'stage model' of the product and service development
process 206
Figure 7.6 (a) The idealised development funnel; (b) the development
funnel for one company 209
Figure 7.7 (a) Sequential arrangement of the stages in the development
activity; (b) simultaneous arrangement of the stages in the
development activity 211
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Figure 7.8 Slow and/or delayed development times, which can be the resuit
of quality or flexibility failures, will increase costs and can reduce
revenue 215
Figure 7.9 The 'vicious cycle' of under resourcing development capacity 217
Figure 7.10 Organisation structures for design processes 223
Figure 8.1 This chapter concerns the process of achieving sustainable
alignment of market requirements with opérations resources 227
Figure 8.2 In opérations strategy 'fit' is the alignment between market and
opérations capability 229
Figure 8.3 'Fit' can mean aligning resources with markets or markets with
resources 230
Figure 8.4 Align opérations resources with market requirements, or align
market positioning with opérations resources capabilities 232
Figure 8.5 In opérations strategy 'fit' is the alignment between market and
opérations capability 233
Figure 8.6 Excessively tight 'fit' can increase the risks of misalignment
between market requirements and opérations resource capability 234
Figure 8.7 Initial opérations strategy matrix for CAG Recycling Services 235
Figure 8.8 Opérations strategy matrix for CAG Recycling Services after
acquiring the high-volume public-authority consortium contract 236
Figure 8.9 Opérations strategy matrix for CAG Recycling Services as they
anticipated future recycling législation 236
Figure 8.10 Alignment over time at CAG Recycling Services 237
Figure 8.11 Single-loop learning in opérations and the potential limitations
of single-loop learning 242
Figure 8.12 Double-loop learning questions the appropriateness of opérations
performance 243
Figure 8.13 'Disruptive'technological change 245
Figure 8.14 'Fit' is concerned with ensuring comprehensiveness,
correspondence, cohérence and criticality 246
Figure 8.15 The Hill methodology of opérations strategy formulation 252
Figure 8.16 The Platts-Gregory procédure 254
Figure 8.17 Uses of profiling in the Platts-Gregory procédure 255
Figure 9.1 This chapter concerns the process of using substitutes for strategy 264
Figure 9.2 EFQM excellence model 269
Figure 9.3 TQM éléments in the four opérations strategy décision catégories 271
Figure 9.4 (a) Traditional and (b) lean synchronised flow between stages 272
Figure 9.5 The four éléments of lean 273
Figure 9.6 Lean éléments in the four opérations strategy décision catégories 278
Figure 9.7 BPR advocates reorganising (reengineering) processes to reflect
the natural 'end-to-end' processes that fulfil customer needs 280
Figure 9.8 BPR éléments in the four opérations strategy décision catégories 283
Figure 9.9 ERP intégrâtes planning and control information from ail parts
of the organisation 284
Figure 9.10 ERP éléments in the four opérations strategy décision catégories 288
Figure 9.11 The DMAIC cycle of Define, Measure, Analyse, Improve and
Control 290
Figure 9.12 Six Sigma éléments in the four opérations strategy décision
catégories 292
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES XV
Figure 9.13 Each of the 'new approaches' positioned in terms of their
emphasis on what changes to make or how to make the
changes, and whether they emphasise rapid or graduai
change 295
Figure 10.1 This chapter concerns the process of implementing opérations
strategy 299
Figure 10.2 Implementing an opérations strategy that involves moving from
A to B means understanding current and intended market
requirements and opérations resource capabilities so that the
extent and nature of the change can be assessed 301
Figure 10.3 Implementing a strategy that moves an opération from A to B
may mean deviating from the 'line of fit' and therefore exposing
the opération to risk 302
Figure 10.4 Pure risk has only négative conséquences (A to C); spéculative
risk can hâve both positive (A to B) and négative (A to D or A to
E)conséquences 303
Figure 10.5 (a) U-form organisations give prominence to functional
groupings of resources; (b) the M form séparâtes the
organisation^ resources into separate divisions; (c) matrix form
structures the organisation's resources so that they hâve two (or
more) levels of responsibility; (d) N form organisations form
loose networks internally between groups of resources and
externally with other organisations 310
Figure 10.6 A typology of the'central opérations'function 313
Figure 10.7 Information relationships for the four types of central
opérations functions 315
Figure 10.8 The réduction in performance during and after the
implementation of a new technology reflects 'adjustments
costs' 319
Figure 10.9 Implementation project difficulty is determined by scale,
complexity and uncertainty 321
Figure 10.10 The power-interest grid 322
Figure 10.11 Stages in the implementation project planning process 323
Figure 10.12 Work breakdown structure for an implementation project to
design an information interface 323
Figure 10.13 Gantt chart for the implementation project to design an
information interface 324
Figure 10.14 Learning potential dépends on both resource and process
'distance' 326
4 Tables
Table 1.1 Compétitive factors for two opérations grouped under their
generic performance objectives 20
Table 1.2 Some décisions in each décision area for a hôtel chain and an
automobile manufacturer 24
Table 2.1 Examples of hard and soft dimensions of spécification quality 38
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Table 2.2 The range and response dimensions of the four types of total
opérations flexibility 41
Table 2.3 Internai and extemal benefits of excelling at each performance
objective 43
Table 2.4 Firms can use various criteria to 'focus' their opérations 64
Table 3.1 Three levels of capacity décision 71
Table 3.2 Analysis of existing opération and two options 82
Table 3.3 The advantages and disadvantages of pure leading, pure lagging
and smoothing with inventories stratégies of capacity timing 85
Table 4.1 How in-house and outsourced supply may affect an operation's
performance objectives 111
Table 4.2 Understanding the qualitative dynamics of supply chains 127
Table 4.3 Coordinating mechanisms for reducing supply chain dynamic
instability 129
Table 5.1 Some process technologies classified by their primary inputs 137
Table 5.2 Evaluating the acceptability of process technology investment
on market criteria 157
Table 5.3 The four dimensions of 'stratégie' opérations resources 159
Table 6.1 Some features of breakthrough and continuous improvement 168
Table 6.2 The degree of process change can be characterised by changes
in the arrangement and nature of process activities 169
Table 6.3 Some typical partial measures of performance 176
Table 6.4 Characteristics of Bohn's eight stages of process knowledge 187
Table 7.1 The degree of product/service change can affect both its external
appearance and its internai methodology/technology 199
Table 8.1 Internai and external 'défensive' static mechanisms of
sustainability 239
Table 8.2 Some possible operations-related factors in a SWOT analysis 249
Table 10.1 The opérations function in différent organisational forms 311
Table 10.2 Time, resource and relationships for the sales System interface
design implementation 324
Exhibits from case studies
Bunge Limited
Exhibit 1 Bunge Limited fmancial summary ($ million - financial year
ending 31 December) 352
Exhibit 2 Bunge business segment selected financial data ($ million) 352
Exhibit 3 Comparison of total cost of production and transport of
soybeans to export market in northern Europe between Sapezal,
Mato Grosso, Brazil and Jefferson, Iowa, USA 353
Exhibit 4 Global soybean production: South America as the new growth
area 353
Exhibit 5 World soybean crush évolution (million metric tonnes
crushed) 354
LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES xvii
Exhibit 6 Soybean crushing margins (Chicago Board of Trade US $/ton
and US $/bushel) 354
Exhibit 7 Soybean value chain from farm to retail 355
Exhibit 8 Illustrative agribusiness économies ($ per metric tonne) 356
Exhibit 9 Bunge's stock price vs. S P 357
Exhibit 10 Evolution of Bunge's oilseed processing (million tons of
capacity) 357
Exhibit 11 Soybean crushing market shares, 2001 358
Exhibit 12 Bunge global markets offices 358
Exhibit 13 Brazilian fertiliser growth, indexed to 1991 359
Exhibit 14 Evolution of Bunge's retail fertiliser business (million tons
of NPK) 359
Exhibit 15 The soybean product tree 360
Exhibit 16 Soy ingrédients market share, 2001 360
Exhibit 17 Bunge's position in oilseed processing 361
Exhibit 18 Bunge Limited organisation 361
Exhibit 19 Evolution of the compétitive field in grains and oilseeds 362
Exhibit 20 Key metrics for Bunge and its competitors, 2001 362
Exhibit 21 ADM financials ($ millions), fiscal year ends 30 June 363
Exhibit 22 Cargill, Inc. financial highlights 1995-2001 ($ million), fiscal
year ends 30 June 363
IKEA's global sourcing challenge: Indian rugs and child labour
Exhibit 1 IKEA stores, fiscal year ending August 1994 374
Exhibit 2 IKEA history: selected events 375
Exhibit 3 A Furniture Dealer's Testament - a summarised overview 376
Exhibit 4 IKEA in figures 1993/94 (fiscal year ending 31 August 1994) 377
Exhibit 5 The UN Convention on the Rights of the Child: Article 32 377
McDonald's Corporation
Exhibit 1 McDonald's original menu 400
Exhibit 2 McDonald's menu, 1992 401
Kuhn Flowers
Exhibit 1 Kuhn Flowers: income statement for quarter ending
31 March 2004 and years ending 31 December 2003 and
31 December 2002 409
Exhibit 2 Kuhn Flowers: balance sheet for quarter ending 31 March 2004
and years ending 31 December 2003, 31 December 2002 and
31 December 2001 410
Exhibit 3 Imports of eut flowers (1992-2002) ($000) 411
Exhibit 4 Retail florists' share of floral sales (1993-2003) ($ in billions) 412
Exhibit 5 Retail florists with payroll (1997-2001) 412
Exhibit 6 Spending per customer transaction (1993-2003) 413
Exhibit 7 Wal-Mart advertisement 414
Exhibit 8 Kuhn Flowers, Beach Boulevard location 415
i LIST OF FIGURES AND TABLES, AND EXHIBITS FROM CASE STUDIES
Exhibit 9 Sample page from Kuhn Flowers' arrangement catalogue 417
Exhibit 10 Kuhn Flowers: sales by customer purchase occasion 417
Delta Synthetic Fibres (DSF)
Exhibit 1 Current market volumes by product and région, 2004
(millions of kg) 428
Exhibit 2 Forecasts Britlene and Britlon ranges 428
Exhibit 3 Estimated Britlon capital costs 429
Turnaround at the Preston plant
Exhibit 1 Typical process control charts (May 1998) 444
Exhibit 2 Typical process control charts (January 1999) 445 |
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| author | Slack, Nigel 1946- Lewis, Michael |
| author_GND | (DE-588)1046228803 |
| author_facet | Slack, Nigel 1946- Lewis, Michael |
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| callnumber-subject | TS - Manufactures |
| classification_rvk | QP 500 |
| ctrlnum | (OCoLC)124025321 (DE-599)HBZHT015287977 |
| dewey-full | 658.4012 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4012 |
| dewey-search | 658.4012 |
| dewey-sort | 3658.4012 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| genre | 1\p (DE-588)4123623-3 Lehrbuch gnd-content |
| genre_facet | Lehrbuch |
| id | DE-604.BV023391148 |
| illustrated | Illustrated |
| index_date | 2024-07-02T21:19:56Z |
| indexdate | 2024-07-09T21:17:32Z |
| institution | BVB |
| isbn | 9780273695196 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016574086 |
| oclc_num | 124025321 |
| open_access_boolean | |
| owner | DE-945 DE-188 |
| owner_facet | DE-945 DE-188 |
| physical | XXIV, 470 S. Ill., graph. Darst., Kt. |
| publishDate | 2008 |
| publishDateSearch | 2008 |
| publishDateSort | 2008 |
| publisher | Financial Times Prentice Hall |
| record_format | marc |
| spelling | Slack, Nigel 1946- Verfasser (DE-588)1046228803 aut Operations strategy Nigel Slack ; Michael Lewis 2. ed. Harlow [u.a.] ; Munich Financial Times Prentice Hall 2008 XXIV, 470 S. Ill., graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Literaturangaben Duurzaamheid (algemeen) gtt Productiemanagement gtt Risicoanalyse gtt Strategie gtt Strategic planning Fertigungsorganisation (DE-588)4140651-5 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Strategische Planung (DE-588)4309237-8 gnd rswk-swf Produktionswirtschaft (DE-588)4123986-6 gnd rswk-swf Fertigungsplanung (DE-588)4113545-3 gnd rswk-swf Operations Management (DE-588)4549167-7 gnd rswk-swf 1\p (DE-588)4123623-3 Lehrbuch gnd-content Operations Management (DE-588)4549167-7 s Strategische Planung (DE-588)4309237-8 s DE-604 Strategisches Management (DE-588)4124261-0 s DE-188 Fertigungsorganisation (DE-588)4140651-5 s Fertigungsplanung (DE-588)4113545-3 s 2\p DE-604 Produktionswirtschaft (DE-588)4123986-6 s 3\p DE-604 Lewis, Michael Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016574086&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Slack, Nigel 1946- Lewis, Michael Operations strategy Duurzaamheid (algemeen) gtt Productiemanagement gtt Risicoanalyse gtt Strategie gtt Strategic planning Fertigungsorganisation (DE-588)4140651-5 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd Produktionswirtschaft (DE-588)4123986-6 gnd Fertigungsplanung (DE-588)4113545-3 gnd Operations Management (DE-588)4549167-7 gnd |
| subject_GND | (DE-588)4140651-5 (DE-588)4124261-0 (DE-588)4309237-8 (DE-588)4123986-6 (DE-588)4113545-3 (DE-588)4549167-7 (DE-588)4123623-3 |
| title | Operations strategy |
| title_auth | Operations strategy |
| title_exact_search | Operations strategy |
| title_exact_search_txtP | Operations strategy |
| title_full | Operations strategy Nigel Slack ; Michael Lewis |
| title_fullStr | Operations strategy Nigel Slack ; Michael Lewis |
| title_full_unstemmed | Operations strategy Nigel Slack ; Michael Lewis |
| title_short | Operations strategy |
| title_sort | operations strategy |
| topic | Duurzaamheid (algemeen) gtt Productiemanagement gtt Risicoanalyse gtt Strategie gtt Strategic planning Fertigungsorganisation (DE-588)4140651-5 gnd Strategisches Management (DE-588)4124261-0 gnd Strategische Planung (DE-588)4309237-8 gnd Produktionswirtschaft (DE-588)4123986-6 gnd Fertigungsplanung (DE-588)4113545-3 gnd Operations Management (DE-588)4549167-7 gnd |
| topic_facet | Duurzaamheid (algemeen) Productiemanagement Risicoanalyse Strategie Strategic planning Fertigungsorganisation Strategisches Management Strategische Planung Produktionswirtschaft Fertigungsplanung Operations Management Lehrbuch |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016574086&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT slacknigel operationsstrategy AT lewismichael operationsstrategy |