The goal of this course is to provide conceptual frameworks and analytical tools to optimize key decisions in formulating operations strategy and in managing operational processes. The intended audience for this course is those who seek better understanding of the connection between operations and strategy, including an operations manager, a general manager (who interface with operations), a consultant, and an entrepreneur.
Operations strategy involves configuring and developing resources & processes used to design, produce, distribute, and deliver goods and/or services. Operations strategy differs from corporate/business strategy in that it is less about industries and choosing a competitive position, but more about enabling the execution of corporate/business strategy (i.e., how to best deliver the value proposition). Obviously, operations strategy must build on good understanding of day-to-day operations management. Thus, this course will involve both quantitative analysis of firms’ operations processes and qualitative assessment of firms’ operations strategies. Specifically, the course will consist of the following four parts: (1) Introduction to operations strategy, (2) Process management and strategy, covering process analysis and project management tools, (3) Resource planning and strategy, including decisions on capacity size, timing, types (specialized/flexible) and location (off/on-shoring), and (4) Strategic outsourcing and related issues in global supply chains and corporate social responsibility. The course will be based on case discussions, supplementary lectures, online games, and illustrations of consulting & research projects of the instructor. (10/12)
Lecture: 100min/wk and Recitation: 50min/wk