Operations and process management: principles and practice for strategic impact
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Harlow, England
Pearson
2021
|
| Ausgabe: | Sixth edition |
| Schlagworte: | |
| Online-Zugang: | FHD01 FHM01 TUBA1 |
| Beschreibung: | 1 Online-Ressource (xix, 578 Seiten) |
| ISBN: | 9781292350103 9781292350110 |
Internformat
MARC
| LEADER | 00000nmm a2200000 c 4500 | ||
|---|---|---|---|
| 001 | BV047263461 | ||
| 003 | DE-604 | ||
| 005 | 20240201 | ||
| 007 | cr|uuu---uuuuu | ||
| 008 | 210430s2021 |||| o||u| ||||||eng d | ||
| 020 | |a 9781292350103 |c pdf |9 978-1-292-35010-3 | ||
| 020 | |a 9781292350110 |c ePub |9 978-1-292-35011-0 | ||
| 035 | |a (OCoLC)1249680235 | ||
| 035 | |a (DE-599)BVBBV047263461 | ||
| 040 | |a DE-604 |b ger |e rda | ||
| 041 | 0 | |a eng | |
| 049 | |a DE-1050 |a DE-M347 |a DE-83 | ||
| 084 | |a QP 340 |0 (DE-625)141861: |2 rvk | ||
| 100 | 1 | |a Slack, Nigel |d 1946- |e Verfasser |0 (DE-588)1046228803 |4 aut | |
| 245 | 1 | 0 | |a Operations and process management |b principles and practice for strategic impact |c Nigel Slack, Alistair Brandon-Jones |
| 250 | |a Sixth edition | ||
| 264 | 1 | |a Harlow, England |b Pearson |c 2021 | |
| 300 | |a 1 Online-Ressource (xix, 578 Seiten) | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b c |2 rdamedia | ||
| 338 | |b cr |2 rdacarrier | ||
| 505 | 8 | |a Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? | |
| 505 | 8 | |a Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? | |
| 505 | 8 | |a 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? | |
| 505 | 8 | |a 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? | |
| 505 | 8 | |a 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? | |
| 650 | 0 | 7 | |a Operations Management |0 (DE-588)4549167-7 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Prozessmanagement |0 (DE-588)4353072-2 |2 gnd |9 rswk-swf |
| 689 | 0 | 0 | |a Prozessmanagement |0 (DE-588)4353072-2 |D s |
| 689 | 0 | |5 DE-604 | |
| 689 | 1 | 0 | |a Operations Management |0 (DE-588)4549167-7 |D s |
| 689 | 1 | |5 DE-604 | |
| 700 | 1 | |a Brandon-Jones, Alistair |e Verfasser |0 (DE-588)1046228617 |4 aut | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |z 978-1-292-35006-6 |w (DE-604)BV047283862 |
| 912 | |a ZDB-30-PQE |a ZDB-150-PEB | ||
| 999 | |a oai:aleph.bib-bvb.de:BVB01-032667277 | ||
| 966 | e | |u https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6516183 |l FHD01 |p ZDB-30-PQE |q FHD01_PQE_Kauf |x Aggregator |3 Volltext | |
| 966 | e | |u https://ebookcentral.proquest.com/lib/hm-bib/detail.action?docID=6516183 |l FHM01 |p ZDB-30-PQE |q FHM_Einzelkauf |x Aggregator |3 Volltext | |
| 966 | e | |u https://elibrary.pearson.de/book/99.150005/9781292350103 |l TUBA1 |p ZDB-150-PEB |q TUB_EBS_Pearson |x Verlag |3 Volltext | |
Datensatz im Suchindex
| _version_ | 1804182414619049984 |
|---|---|
| adam_txt | |
| any_adam_object | |
| any_adam_object_boolean | |
| author | Slack, Nigel 1946- Brandon-Jones, Alistair |
| author_GND | (DE-588)1046228803 (DE-588)1046228617 |
| author_facet | Slack, Nigel 1946- Brandon-Jones, Alistair |
| author_role | aut aut |
| author_sort | Slack, Nigel 1946- |
| author_variant | n s ns a b j abj |
| building | Verbundindex |
| bvnumber | BV047263461 |
| classification_rvk | QP 340 |
| collection | ZDB-30-PQE ZDB-150-PEB |
| contents | Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? |
| ctrlnum | (OCoLC)1249680235 (DE-599)BVBBV047263461 |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| edition | Sixth edition |
| format | Electronic eBook |
| fullrecord | <?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>04845nmm a2200493 c 4500</leader><controlfield tag="001">BV047263461</controlfield><controlfield tag="003">DE-604</controlfield><controlfield tag="005">20240201 </controlfield><controlfield tag="007">cr|uuu---uuuuu</controlfield><controlfield tag="008">210430s2021 |||| o||u| ||||||eng d</controlfield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781292350103</subfield><subfield code="c">pdf</subfield><subfield code="9">978-1-292-35010-3</subfield></datafield><datafield tag="020" ind1=" " ind2=" "><subfield code="a">9781292350110</subfield><subfield code="c">ePub</subfield><subfield code="9">978-1-292-35011-0</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(OCoLC)1249680235</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)BVBBV047263461</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-604</subfield><subfield code="b">ger</subfield><subfield code="e">rda</subfield></datafield><datafield tag="041" ind1="0" ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="049" ind1=" " ind2=" "><subfield code="a">DE-1050</subfield><subfield code="a">DE-M347</subfield><subfield code="a">DE-83</subfield></datafield><datafield tag="084" ind1=" " ind2=" "><subfield code="a">QP 340</subfield><subfield code="0">(DE-625)141861:</subfield><subfield code="2">rvk</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Slack, Nigel</subfield><subfield code="d">1946-</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1046228803</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Operations and process management</subfield><subfield code="b">principles and practice for strategic impact</subfield><subfield code="c">Nigel Slack, Alistair Brandon-Jones</subfield></datafield><datafield tag="250" ind1=" " ind2=" "><subfield code="a">Sixth edition</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="a">Harlow, England</subfield><subfield code="b">Pearson</subfield><subfield code="c">2021</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 Online-Ressource (xix, 578 Seiten)</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be?</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources?</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Operations Management</subfield><subfield code="0">(DE-588)4549167-7</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="650" ind1="0" ind2="7"><subfield code="a">Prozessmanagement</subfield><subfield code="0">(DE-588)4353072-2</subfield><subfield code="2">gnd</subfield><subfield code="9">rswk-swf</subfield></datafield><datafield tag="689" ind1="0" ind2="0"><subfield code="a">Prozessmanagement</subfield><subfield code="0">(DE-588)4353072-2</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="0" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="689" ind1="1" ind2="0"><subfield code="a">Operations Management</subfield><subfield code="0">(DE-588)4549167-7</subfield><subfield code="D">s</subfield></datafield><datafield tag="689" ind1="1" ind2=" "><subfield code="5">DE-604</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Brandon-Jones, Alistair</subfield><subfield code="e">Verfasser</subfield><subfield code="0">(DE-588)1046228617</subfield><subfield code="4">aut</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="z">978-1-292-35006-6</subfield><subfield code="w">(DE-604)BV047283862</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield><subfield code="a">ZDB-150-PEB</subfield></datafield><datafield tag="999" ind1=" " ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-032667277</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/th-deggendorf/detail.action?docID=6516183</subfield><subfield code="l">FHD01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">FHD01_PQE_Kauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hm-bib/detail.action?docID=6516183</subfield><subfield code="l">FHM01</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">FHM_Einzelkauf</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://elibrary.pearson.de/book/99.150005/9781292350103</subfield><subfield code="l">TUBA1</subfield><subfield code="p">ZDB-150-PEB</subfield><subfield code="q">TUB_EBS_Pearson</subfield><subfield code="x">Verlag</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV047263461 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T17:11:53Z |
| indexdate | 2024-07-10T09:07:10Z |
| institution | BVB |
| isbn | 9781292350103 9781292350110 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-032667277 |
| oclc_num | 1249680235 |
| open_access_boolean | |
| owner | DE-1050 DE-M347 DE-83 |
| owner_facet | DE-1050 DE-M347 DE-83 |
| physical | 1 Online-Ressource (xix, 578 Seiten) |
| psigel | ZDB-30-PQE ZDB-150-PEB ZDB-30-PQE FHD01_PQE_Kauf ZDB-30-PQE FHM_Einzelkauf ZDB-150-PEB TUB_EBS_Pearson |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Pearson |
| record_format | marc |
| spelling | Slack, Nigel 1946- Verfasser (DE-588)1046228803 aut Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones Sixth edition Harlow, England Pearson 2021 1 Online-Ressource (xix, 578 Seiten) txt rdacontent c rdamedia cr rdacarrier Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? Operations Management (DE-588)4549167-7 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 gnd rswk-swf Prozessmanagement (DE-588)4353072-2 s DE-604 Operations Management (DE-588)4549167-7 s Brandon-Jones, Alistair Verfasser (DE-588)1046228617 aut Erscheint auch als Druck-Ausgabe 978-1-292-35006-6 (DE-604)BV047283862 |
| spellingShingle | Slack, Nigel 1946- Brandon-Jones, Alistair Operations and process management principles and practice for strategic impact Front Cover -- Half Title -- Title Page -- Copyright Page -- Brief contents -- Contents -- Guide to case studies -- Preface -- About the authors -- Author's acknowledgements -- 1 Operations and processes -- Executive summary -- 1.1 Does the organisation understand the potential of operations and process management? -- 1.2 Does the organisation take a process perspective? -- 1.3 Does operations and process management have a strategic impact? -- 1.4 Are processes managed to reflect their operating circumstances? -- 1.5 Is operations and process decision-making appropriate? Critical commentary -- Summary checklist -- Case study: Kaston-Trenton Service (KTS) -- Applying the principles -- Notes on chapter -- Taking it further -- 2 Operations and strategic impact -- Executive summary -- 2.1 Does the operation have a strategy? -- 2.2 Does operations strategy reflect business strategy (top-down)? -- 2.3 Does operations strategy align with market requirements (outside-in)? -- 2.4 Does operations strategy learn from operational experience (bottom-up)? -- 2.5 Does operations strategy develop the capability of its resources and processes (inside-out)? 2.6 Are the four perspectives of operations strategy reconciled? -- 2.7 Does operations strategy set an improvement path? -- Critical commentary -- Summary checklist -- Case study: IKEA looks to the future -- Applying the principles -- Notes on chapter -- Taking it further -- 3 Product and service innovation -- Executive summary -- 3.1 What is the strategic role of product and service innovation? -- 3.2 Are the product and service innovation process objectives specified? -- 3.3 Is the product and service innovation process defined? 3.4 Are the resources for developing product and service innovation adequate? -- 3.5 Is the development of products and services and of the process that created them simultaneous? -- Critical commentary -- Summary checklist -- Case study: Widescale Studios and the Fierybryde development -- Applying the principles -- Notes on chapter -- Taking it further -- 4 Operations scope and structure -- Executive summary -- 4.1 Does the operation understand its place in its supply network? -- 4.2 How vertically integrated should the operation's network be? 4.3 How do operations decide what to do in-house and what to outsource? -- 4.4 What configuration should a supply network have? -- 4.5 How much capacity should operations plan to have? -- 4.6 Where should operations be located? -- Critical commentary -- Summary checklist -- Case study: Aarens Electronic -- Applying the principles -- Notes on chapter -- Taking it further -- Supplement: Forecasting -- Does the operation have an idea of future demand? -- 5 Process design 1 -- Positioning -- Executive summary -- 5.1 Does the operation understand the importance of how it positions its process resources? Operations Management (DE-588)4549167-7 gnd Prozessmanagement (DE-588)4353072-2 gnd |
| subject_GND | (DE-588)4549167-7 (DE-588)4353072-2 |
| title | Operations and process management principles and practice for strategic impact |
| title_auth | Operations and process management principles and practice for strategic impact |
| title_exact_search | Operations and process management principles and practice for strategic impact |
| title_exact_search_txtP | Operations and process management principles and practice for strategic impact |
| title_full | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_fullStr | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_full_unstemmed | Operations and process management principles and practice for strategic impact Nigel Slack, Alistair Brandon-Jones |
| title_short | Operations and process management |
| title_sort | operations and process management principles and practice for strategic impact |
| title_sub | principles and practice for strategic impact |
| topic | Operations Management (DE-588)4549167-7 gnd Prozessmanagement (DE-588)4353072-2 gnd |
| topic_facet | Operations Management Prozessmanagement |
| work_keys_str_mv | AT slacknigel operationsandprocessmanagementprinciplesandpracticeforstrategicimpact AT brandonjonesalistair operationsandprocessmanagementprinciplesandpracticeforstrategicimpact |