Course Outline Operation Strategy

Operations Strategy
Tentative Course Outline

January-March (2016-17)
PGDM-II
Faculty : Prof. A.K.Singh

Email : [email protected]
Phone (Extn no.) : 210
Course Description
This course is focused on understanding and overcoming the operational challenges of
nurturing and managing enterprise growth. The course integrates concepts from the fields of
operations, strategy and organizational design. It is suitable for students with a wide range of
career goals.
The course objectives are
1. Understand and appreciate the value of Strategic Thought in Operations

2. Learn principles of designing operating strategies that drive profitable growth
3. Understand the importance of operations strategy in shaping the growth potential of a
company.
Course Outcomes:
At the end of this course the students should

1. To understand as to how Operations properly configured and deployed can constitute
a competitive advantage.
2. To understand the levers available to an Operations manager to implement operations
strategy.
3. To understand the role operations managers can play in Business Strategy
formulation.
Pedagogy
The course has been designed to make participants learn and implement the principle and
application of operations strategy. To impart knowledge, a variety of teaching methods will
be used. The idea of using these methods is to cater the need and ability of every student.
However, the overall focus of the delivery would be the involvement of participants. Few of
the pedagogical tools would be Case Studies, Class Room Discussions and presentations by
students. In order to expose the students to real world perspective of Operations Strategy, few
of the modules of the course will be delivered by industry professionals.
Assessment
The course will follow a continuous assessment and feedback mechanism so that the students
gain opportunities to test themselves intermittently and make improvement in the areas of
weakness. The assessments would be done through a combination of case analysis report,
participation in classroom discussions, presentations and quizzes.
1. Quizzes: Quizzes will be conducted during the course to test students'

overall understanding of the topics discussed prior to the quiz.
2. Case/ Article Analysis & Presentation: The students in groups will be
required to submit the written analysis of few of the cases. Students can
exchange ideas but the write-up should be in their own words. The case
analysis report will be used to evaluate students' Critical Analytical Thinking,
Quantitative Skills, Written Communication Skills, Ability to develop global
mindset, Ability to assimilate cross functional views.
3. Project: The students will be required to work on project in groups. The
objective of this component is to develop the analytical skills of the
participants by involving them in some real time incidences and their analysis.
4. End Term Examination: The end term examination short and long type
subjective questions which will require the analytical skill of the students
apart from the knowledge about the course.
Evaluation Plan:
Component Weightage
Quizzes 20%
Case Analysis & Presentation 20%
Project 20%
End term 40%
Text Books: Nigel Slack and Michael Lewis (S&L), Operations Strategy, 2nd Edition, Pearson
education
Reference Books: David Walters, 2002, Operations Strategy, Palgrave macmillan

Session Plan:
Session Topic(s) Cases
#
1, 2 Introduction to Operations Strategy 1.) Chapter 1(S&L)
What is meant by 2.) The Productivity Paradox
Operations?
What is Strategy?
Why Operations Strategy?
Four Perspective of
Operations Strategy
The operation strategy
Matrix
3,4 Operations Performance 1.) Chapter 2 (S&L)
Operations Performance 2.) The focused factory
Objectives 3.) Are you having trouble in keeping
Relative importance of your operation focused?
performance objectives
change over time
Targeting and Operations
focus
Trade-off Benefits
5,6 Capacity Strategy 1.) Chapter 3 (S&L)
What is Capacity Strategy 2.) How Industries change
Overall Level of Operations 3.) Globalizing Volkswagen: Creating
Capacity excellence on all fronts
Capacity change 4.) Designing optimal capacity
planning strategies
Location of Capacity
7,8 Supply Network Strategy 1.) Chapter 4 (S&L)
What is Supply Network 2.) Building your company
Strategy capabilities through global
Outsourcing Decision- expansion*
Vertical Integration? Make 3.) Managing Suppliers up to speed
or Buy 4.) How partners shape strategy
Market based supply or
partnership supply
Network Behavior
Network Management
9,10 Process Technology Strategy 1.) Chapter 5 (S&L)

What is Process Technology 2.) Reengineering Work: Don't
Scale/ scalability Automate, Obliterate
Degree of automation 3.) What strategy can do for
The product-process matrix Technology
11,12 Improvement Strategy 1. Chapter 6 (S&L)

Development and 2. Building a Learning Organization
Improvement 3. The SCM of new generation
Setting the Direction
Importance-performance
Mapping
Developing Operations
Capabilities
Deploying Capabilities in
Market
13,14 Product and Service development 1.) Chapter 7 (S&L)
and Organization 2.) Product Development Balancing
The strategic importance of the need of OEM and Suppliers
product and service 3.) Supply chain experts get their say
development on product design
Product and service 4.) Innovation at the speed of
development as process Information
Market requirement
perspective
Operations resource
perspective
15,16 The process of Operations Strategy- 1.) Chapter 8 (S & L)
Sustainable Alignment 2.) Core Competencies of the
What is sustainable Corporation
Alignment 3.) How to become a Sustainable
What should the company
formulation process
Analysis of Formulation
Challenges to Formulation
17,18 The process of Operations Strategy 1.) Chapter 9 (S&L)
Substitutes for Strategy 2.) Execution as Strategy
New Approaches to 3.) Deep Change: How operational
Operations Innovation can transform your
TQM company
Lean Operations
BPR
ERP
Six Sigma
19,20 The Process of Operations Strategy 1.) Chapter 10 (S&L)
Implementation 2.) Achieving Successful strategic
What is Implementation Transformation
Purpose
Point of Entry
Process
Project Management
Cases & Articles:
1. The Productivity Paradox : 86414
2. The focused factory : 74308
3. Are you having trouble in keeping your operation focused? R0909K
4. How Industries change : R0410E
5. Globalizing Volkswagen: Creating excellence on all fronts: IMD141
6. Designing optimal capacity planning strategies. 908D03
7. Building your company capabilities through global expansion: SMR436
8. Managing Suppliers up to speed. 89401
9. How partners shape strategy. F1306C
10. Reengineering Work: Don't Automate, Obliterate: 90406
11. What strategy can do for Technology? 89602
12. Building a Learning Organization: 93402
13. The SCM of new generation. P0508A
14. Product Development Balancing the need of OEM and Suppliers: BH048
15. Supply chain experts get their say on product design. P0602A
16. Innovation at the speed of Information. R0101L
17. Core Competencies of the Corporation: 90311

18. How to become a Sustainable company. 53415
19. Execution as Strategy: R1210H
20. Deep Change: How operational Innovation can transform your company: 6573
21. Achieving Successful strategic Transformation: SMR414

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Operations Strategy

Tentative Course Outline

Faculty : Prof. A.K.Singh

The course objectives are

1. Understand and appreciate the value of Strategic Thought in Operations

At the end of this course the students should

1. Quizzes: Quizzes will be conducted during the course to test students'

Reference Books: David Walters, 2002, Operations Strategy, Palgrave macmillan

9,10 Process Technology Strategy 1.) Chapter 5 (S&L)

11,12 Improvement Strategy 1. Chapter 6 (S&L)

17. Core Competencies of the Corporation: 90311

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