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Discussion post needed

I need a discussion post about the Amercian Revolution. The post is a debate. ill be debating as a loyalist or a tory citizen. must login in to see the instructuons

Second, take a look at the PowerPoint presentation, "How About these Questions?" and the Research Questions handout located in the Lesson 1 Instructions page. You will also need to watch or listen to any lectures related to research questions.

Third, list three research questions that you are interested in. You can choose from the resources provided, create your own, or modify those from the list. Remember the tips from the video: "Developing a Research Question."

Fourth, why are you interested in these research questions? Give specific reasons based on what you know right now. Do not complete any research. Your goal is to identify questions, not do research.

In your one response, answer with at least 50 words and offer information about the research questions on your classmate's list. What do you know that might help them decide? Which of their questions are you curious about and why?

Human Resource Management assignment 8

Examine two of the major HR ethical issues multinational corporations face when operating globally.
Recommend two preventative actions that HR departments can take in order to lessen the occurrence of these ethical issues. Provide a rationale for your response.

Create a case

Choose one of the psychological disorders discussed in the course resources (i.e., generalized anxiety disorder, panic disorder, bipolar disorder, schizophrenia, etc.) and create a fictitious case study of someone who exhibits the behaviors of this disorder.

Academic case studies typically focus on a single individual or small group of people, providing specific and detailed information about the person and chosen topic. Your case study for this assignment should include the following:

A fictitious person that is the focus of your case study
A description of this fictitious person
Specific behaviors related to the chosen psychological disorder
Background information to give context of these behaviors
Information on how the person may be affected by the chosen psychological disorder

Use at least 4-5 sentences to answer each bullet point.

Here is an example of how you might get started creating a case study about a person who suffers from claustrophobia. You will need to elaborate on the assignment to fully address the instruction components and rubric, but this can help to get you started: Case Study Draft.Links to an external site.

Requirements

Length: 2-3 pages (not including Title or References pages)
1-inch margins
Double spaced
12-point Times New Roman font
References page (a minimum of 1 outside scholarly source plus the edapt and/or the weekly lesson) in APA format.

PSYC110_W7_Psychological_Disorders_Create_a_Case_JUL24_1.docx

PSYC110, Week 7: Psychological Disorders: Create a Case! Example

Instructions

· A fictitious person that is the focus of your case study

· A description of this fictitious person

· Specific behaviors related to the chosen psychological disorder

· Background information to give context of these behaviors

· Information on how the person may be affected by the chosen psychological disorder

Use at least 4-5 sentences to answer each bullet point.

Here is an example of a case study about a person who suffers from claustrophobia. You will need to elaborate on the assignment to fully address the instruction components and rubric, but this can help to get you started.

Case Study Example: Specific Phobia-Claustrophobia

John is a 25-year-old male who lives in a high-rise apartment building on the fifth floor. John has many friends who live in the same building; most of them live above him. John has lived in the building for about two years but has never visited his friends’ apartments. John’s friends always make jokes about how he never uses the elevator, but John shrugs it off and says he likes to get a workout in any way he can. His friends have started to get offended that John never wants to come to their apartments and hang out. They find it annoying that they always have to go to his place. John feels he is starting to lose his friends, so he has decided to tell them why he never comes over.

One day John and his friends are at lunch, and John begins to tell them why he never comes to their apartments to hang out. He mentions that he has never liked elevators ever since he was a child. One day he was at the mall with his mom, and the elevator broke down while they were inside. John’s mom started to panic, which made John start to panic. They both were breathing heavily, starting to sweat, and feeling anxious as they were stuck in the elevator. John explained that since this incident, he has avoided elevators and other enclosed spaces as much as possible because of how they make him feel. His friends live about ten or more floors above him, so that is why John never makes it up to their places to hang out. He is hesitant to climb up and down ten flights of stairs to see his friends all the time but also fears being in an elevator. He tries to explain how he feels about elevators and enclosed spaces to his friends and says that while being in an elevator may seem like a completely normal activity for them, for him, the ride feels like a long-lasting torment.

John’s prognosis is good, should he receive appropriate treatment. Although the condition can cause a lot of fear and anxiety, treatment can help to empower the patient (Björkman-Burtscher, 2021). This can improve the quality of life for the patient in many ways. Not only is their personal life improved, but their professional life as well. For example, the fear of confinement can limit career options for individuals with Claustrophobia (Weaver, Ojiambo, Kemp, Diserafino, & Simmons, 2023). Although either drugs or psychotherapy can be useful for Claustrophobia, I would suggest psychotherapy in John’s case.

NOTE TO STUDENT: Be sure to mention a prognosis and treatment for John. A prognosis is a prediction about the outcome of a person’s condition and the expectation or direction the condition will follow. Treatment is an appropriate measure designed to relieve a pathological condition; for example, in John’s case, it seems he may not like enclosed places. So, John may suffer from claustrophobia. What treatment could we offer John to help with this condition? Drugs and/or psychotherapy?

Resources: Chamberlain Library search pages with links to relevant articles

· Search the Chamberlain Library for articles relevant to “psychological disorders”.

· Search the Chamberlain Library for articles relevant to “psychological therapy”.

References

Björkman-Burtscher, I. M. (2021). Claustrophobia—empowering the patient. European Radiology, 31(7), 4481–4482. https://chamberlain.primo.exlibrisgroup.com/permalink/01CUCON_INST/f6kb8f/cdi_proquest_miscellaneous_2524874332

Weaver, A., Ojiambo, W., Kemp, J., Diserafino, D., & Simmons, A. (2023). Confined Space Induced CLAUSTROPHOBIA. Professional Safety, 68(7), 16–25. https://chamberlain.primo.exlibrisgroup.com/permalink/01CUCON_INST/f6kb8f/cdi_proquest_journals_2838780074

QUALITY IMPROVEMENT 2

Too often, discussions about quality health care, care costs, and outcome measures take place in isolation—various groups talking among themselves about results and enhancements. Nurses are critical to the delivery of high-quality, efficient health care. As a result, they must develop their skills in reviewing and evaluating performance reports. They also need to be able to communicate outcome measures related to quality initiatives effectively. Patient safety and positive institutional health care outcomes mandate collaboration among nursing staff members to ensure the integration of their perspectives in all quality care initiatives.

Discussion

Read: Chapter 1: Organizational Behavior (best to view in online version) 2.5 Managing Diversity for Success: The Case of IBM – Organizational Behavior (umn.edu)Links to an external site.

Questions to address:

1. What factors do you believe prompted IBM to focus on driving diversity within their organization?

2. Eight diversity task forces were created back in 1995. Today, these groups are also known as: affinity groups, employee resource groups (ERGs), and sometimes business resource groups (BRGs). Explain the difference between these three types of groups and share which group the task forces at IBM resemble, based on how they leverage the groups at IBM.

Reference this link: https://thediversitymovement.com/what-is-employee-resource-group-answers-to-5-common-questions-about-ergs-brgs-affinity-groups/Links to an external site.

3. Today, many people will argue that IBM put too much of a focus on making the workplace better for underrepresented groups that the majority of the workforce became neglected. Do you feel this was the case at IBM? Why or why not? How can companies ensure that no employee feels neglected or left out, regardless of their demographic group? (NOTE: If you work at a company who drives diversity and has groups to drive inclusion, share how they have made everyone feel welcomed.)

4. What competitive advantages do companies gain from having groups to help drive a diverse workforce?

Intro, body paragraphs, and conclusion

reference page

400 words or more

NO chegg, Ai, brainy, etc.

Use links as your reference

Discussion Question 2

Discussion Question 4 ~ Due 8/22/24 Thursday

Suppose that you are the owner of a pizzeria that is located near a university or college. How could you use this concept of order winners, order qualifiers, and order losers to help develop and implement an attractive business model? (125-150) words

No AI, CHEGG, BRAINY, etc

PPTX is your source (pg. 15)

Swink_MOAS_4e_Ch02_PPT.pdf

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Chapter 2

Operations and Supply Chain Strategy

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Learning Objectives

2-1 Describe how operations strategy fits within a firm’s overall strategic planning process.

2-2 Describe the need for “fit” between the key customers, value propositions, and operations capabilities—the essential elements that define an operations strategy.

2-3 Describe customer-desired outcomes in terms of order winners, order qualifiers, and order losers.

2-4 Explain what product-related and process-related operational competitive priorities are and how they are related to competitive advantage.

2-5 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model.

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Learning Objective 2-1

Strategic Planning: Operations Strategy Defined

Operations Strategy:

A set of competitive priorities coupled with supply chain structural and infrastructural design choices intended to create capabilities that support a set of value propositions targeted to address the needs of key customers

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Learning Objective 2-2

Levels of Strategic Planning (1 of 2)

Figure 2-1 Strategic Planning Hierarchy

Environment Corporate Culture

Corporate Strategy

Business Strategies

SBU SBU SBU

Operations Strategy

Finance, Marketing, etc. Strategies

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Learning Objective 2-2

Levels of Strategic Planning (2 of 2)

Strategic Questions

Corporate: What business(es) should we be in?

Business: How do we compete?

Functional: How do we best support the SBU strategy?

• Structure

• Infrastructure

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Learning Objective 2-1

Levels of Strategic Planning: Corporate Strategy

Corporate Strategy: overall mission and target businesses. Typically covers:

• Long time horizon

• Overall values, direction, and goals

• Acquisitions and divestitures

• Performance metrics

• Risk management

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Learning Objective 2-1

Levels of Strategic Planning: Strategic Business Unit

Strategic Business Unit (SBU): semi-independent organization for different products or markets

• Identification of customer or market segments

• Appropriate competitive priorities

• Constrained by corporate strategy

• More detailed

• Shorter time horizon

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Learning Objective 2-1

Business Models Defined

Business Model:

The combination of the choices determining the customers an SBU will target, the value propositions it will offer, and the supply chain/operations management capabilities it will employ.

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Learning Objective 2-1

Business Model Formulation: SWOT Analysis (1 of 3)

SWOT Analysis: Identification of customer or market segments

• Stands for Strengths-Weaknesses-Opportunities- Threats

• A strategic planning technique to help firms identify opportunities where they can develop a sustainable competitive advantage and areas where the firm is significantly at risk.

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prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Business Model Formulation: SWOT Analysis (2 of 3)

Positive: Internal Strengths

• What advantages do we have?

• What do we do better than anyone else?

• What is our unique value proposition?

• What do our customers see as our strengths?

• What are our unique resources?

Negative: Internal Weaknesses

• What could we improve?

• What should we avoid?

• What do our customers see as major weaknesses?

• What factors within our control prevent our ability to develop a competitive advantage?

• What limits our ability to pursue new strategies and opportunities?

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Learning Objective 2-1

Business Model Formulation: SWOT Analysis (3 of 3)

Positive: External Opportunities

• What trends are we well positioned to take advantage of?

• What new technologies are we well positioned to exploit?

• What new markets are opening up?

• What changes in social patterns and population profiles might provide opportunities for us?

Negative: External Threats

• What obstacles do we face?

• What are competitors doing that could adversely affect us?

• Are there any changes in technology that could hurt us?

• What new governmental regulations or standards pose difficulties for us?

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Learning Objective 2-1

Levels of Strategic Planning: Functional Strategy

Functional Strategy: determines how functions support business unit strategies

• Actions that support corporate and SBU strategies

• Management of critical resources

• Key metrics

• Identification of capabilities

• Coordination of activities

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Learning Objective 2-2

Developing an Operations Strategy (1 of 2)

Figure 2-2 The Three Critical Elements of Operations Strategy

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Learning Objective 2-2

Developing an Operations Strategy (2 of 2)

• Key Customer: critical to firm’s success and receives firm’s focus

• Value Proposition: tangible and intangible “benefits” that customers expect from a firm

• Capabilities: what a firm does well; defines types of problems a firm can proficiently address

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Learning Objective 2-3

Assessing Customer Wants and Needs

• Order Winners: Flexibility (for example, a better performance or lower price)

• Order Qualifiers: Affordable price, high level of quality, and reasonable delivery estimates

• Order Losers: Poor performance on product traits causes the loss of either current or future business

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Learning Objective 2-3

Value Proposition

• Statement of product and service features that the firm offers to its customers.

• Needs to be both attractive to customers and different from what is offered by the firm’s competitors.

Characteristics of a well-designed value proposition

1. Features that customers value and will pay for

2. Differentiates from competitors and is difficult to imitate

3. Satisfies financial and strategic firm objectives

4. Reliably delivered using the firm’s capabilities and supply chain

5. Consistent with the firm’s social and core values

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Learning Objective 2-4

Product-Related Competitive Priorities

How customer’s problem is “solved” communicated in terms of the quality, timeliness, and cost of the product “solution.”

• Quality: fitness for consumption in terms of meeting customer needs and desires

• Timeliness: delivery or availability when customer wants

• Cost: expenses incurred in acquiring or using the product

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Learning Objective 2-4

Dimensions of Product-Related Competitive Priorities

Table 2-2 Dimensions of Product-Related Competitive Priorities

Quality Timeliness Cost

Performance (superior attributes)

Reliability (on-time) Purchase (price)

Features (unique attributes) Speed (lead time) Transaction (acquisition costs)

Conformance (no defects) Availability (always in-stock) Maintenance/repair

Reliability (long time to failure)

Operating (cost of consumables)

Durability (long useful life) Salvage/disposal

Aesthetics (appeal)

Service/support (ancillaries/intangibles)

Perceived quality (image)

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Learning Objective 2-4

Competitive Priorities: Quality

Quality: How “fit” is your product according to your customers’ needs?

• Performance

• Features

• Conformance

• Reliability

• Durability

• Aesthetics

• Service/support

• Perceived quality

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Learning Objective 2-4

Competitive Priorities: Timeliness (1 of 2)

Timeliness: Is your product delivered to your customers when they want it?

• Reliability

• Speed

• Availability

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Learning Objective 2-4

Competitive Priorities: Timeliness (2 of 2)

Lead Time: The amount of time between the beginning and the end of a set of activities

• Time to market lead time: total time it takes for a firm to conceive, design, test, produce, and deliver a new or revised product

• Order-to-delivery lead time: time that passes from the instant the customer places an order until the customer receives what they ordered

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Learning Objective 2-4

Competitive Priorities: Cost

Cost: How much does it cost to acquire and use your product?

• Purchase

• Transaction

• Maintenance/repair

• Operating

• Salvage/disposal

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Learning Objective 2-4

Process-Related Competitive Priorities: Innovation and Flexibility

How the firm’s supply chain operations run over time

• Innovation: radical and incremental changes in products and processes

• Flexibility: ability to respond efficiently to changes in products, processes, and competitive environment

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Learning Objective 2-4

Process-Related Competitive Priorities: Risk Management

Risk Management: anticipating and dealing with unexpected events

Sources of supply chain risk:

• Natural events

• Social factors

• Geo-political issues

• Economic issues

• Technological issues

• Safety and security

• Cyber security

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Learning Objective 2-4

Process-Related Competitive Priorities: Sustainability

• Sustainability: maintaining operations that are profitable and nondamaging to society or the environment

• The Triple Bottom Line: corporate performance measurement that focuses on a firm’s overall impact measured in terms of profit, people, and the planet

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Learning Objective 2-4

Activity

Seven Cycles Mission Statement:

“Our mission at Seven Cycles is to enhance your cycling experience through the optimum fit, function, performance, and comfort of your bicycle. We’ve built our business on understanding what you really want and value in a bicycle and delivering precisely that, accompanied by a level of service unparalleled in the industry.”

Based on their mission statement, identify Seven Cycles’ order winners, order qualifiers, and order losers.

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Learning Objective 2-4

Capabilities Defined

• Capabilities: unique and superior abilities based upon the firm’s routines, skills, and processes

• Core Capabilities: enable firm to meet customer expectations and are difficult for competitors to imitate

• Fit: alignment with capabilities, value proposition, and desires of critical customer

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Learning Objective 2-4

Capabilities: Key Areas

Key areas for capability-building investment and development efforts:

• Processes

• Planning systems

• Performance measurements

• Technology

• People and culture

• Supply chain relationships

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Learning Objective 2-4

Operations Strategy Deployment

Strategy Deployment Activities:

• Execution: to carry out plans and initiatives in order to deliver the realized value to customers

• Feedback/Measurement: to assess, communicate, and manage performance in ways that capture lessons learned and focus attention on areas needing improvement

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Learning Objective 2-4

Strategic Areas in Operations Management: Structure

From Table 2-3 Strategic Decision Areas in Operations Management

Decision Domain

OM Issues Considered

Other Functional Groups

Capacity Amount, timing, type Finance, Marketing

Facilities Size, location, specialization

Finance, Marketing

Technology Hardware, software, IS Finance, Engineering, IT, HR

Supply chain network

Supply network, customer network

Finance, Engineering, Marketing, Sales

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Learning Objective 2-4

Strategic Areas in Operations Management: Infrastructure

From Table 2-3 Strategic Decision Areas in Operations Management

Decision Domain

OM Issues Considered

Other Functional Groups

Workforce Skills, training, policies, etc.

Human Resources

Production planning and control

Procedures, workflow, costs, controls, metrics, etc.

Finance, Human Resources

Product/process innovation

Improvements, NPI, intellectual property, etc.

Engineering, Human Resources

Organization and management

Centralization, hierarchy, relationships, metrics, etc.

Human Resources, Marketing

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Learning Objective 2-5

Developing an Operations Strategy

Figure 2-3

Strategic

Profit Model

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Learning Objective 2-5

Strategic Profit Model: Example (1 of 4)

Suppose that the director of marketing has approached you, as a member of the top management team, with a suggestion that appears very attractive. The proposal begins by noting that because demand is down, the firm (and its supply chain) has much unused capacity. Happily, the marketing group has identified a new potential customer segment. Unlike existing customers (who are price sensitive and who buy large quantities of fairly standard products), these new customers will likely order smaller quantities more frequently. The new customers are also likely to want to make last-minute changes to order sizes, due dates, and product mix. Your current operating system is not really set up to accommodate such changes.

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Learning Objective 2-5

Strategic Profit Model: Example (2 of 4)

However, the marketing director feels that the prices these customers are willing to pay will provide gross margins (30 percent, as compared to the 10–15 percent currently being given by existing customers) that should be high enough to offset any operational problems. The chief financial officer has stated that, in order to enter any new market, it must be expected to generate at least a 25 percent return on assets (ROA).

Given the information provided below, would you recommend accepting the marketing director’s proposal?

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Learning Objective 2-5

Strategic Profit Model: Example (3 of 4)

Category Estimated First Year Impact

Comments

Sales $420,000

Cost of Goods Sold $294,000 30% gross margin

Variable Expenses $45,000 Need more for small batch shipping and expediting

Fixed Expenses $40,000 More inspections needed

Inventory $200,000 Need safety stock to ensure timely delivery

Accounts Receivable $120,000 Customers tend to pay on longer cycles

Other Current Assets $0 No change

Fixed Assets $15,000 Need special fixtures and tooling

Example 2-1

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Learning Objective 2-5

Strategic Profit Model: Example (4 of 4)

Figure 2-4 SPM Analysis

for Example 2-1

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OM and SC Strategy Summary

1. Strategic planning happens at multiple levels.

2. Strategic planning begins with the customer.

3. OM strategy brings together critical customers, value propositions, and operations capabilities.

4. Competitive priorities address product and process issues.

5. Future capabilities depend on existing core competencies.

6. Strategy involves multiple functions and SC partners.

7. Must be fit between the elements of #3 above.

8. Strategic assessment tools are needed.

discussion question

Discussion Question 3 ~ DueTuesday 9/20

Why should a firm never outsource its core capabilities? What happens if the firm is approached by a supplier who is willing to supply good and services based on these core capabilities at a significantly lower price? What should the firm do? (125-150 words)

No AI, Chegg, Brainy, etc.

PPTX is your only source to use.

Swink_MOAS_4e_Ch02_PPT.pdf

prior written consent of McGraw-Hill Education.

Chapter 2

Operations and Supply Chain Strategy

prior written consent of McGraw-Hill Education.2-2

prior written consent of McGraw-Hill Education.

Learning Objectives

2-1 Describe how operations strategy fits within a firm’s overall strategic planning process.

2-2 Describe the need for “fit” between the key customers, value propositions, and operations capabilities—the essential elements that define an operations strategy.

2-3 Describe customer-desired outcomes in terms of order winners, order qualifiers, and order losers.

2-4 Explain what product-related and process-related operational competitive priorities are and how they are related to competitive advantage.

2-5 Explain how strategic performance can be assessed both operationally and financially by using the strategic profit model.

prior written consent of McGraw-Hill Education.2-3

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Strategic Planning: Operations Strategy Defined

Operations Strategy:

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Learning Objective 2-2

Levels of Strategic Planning (1 of 2)

Figure 2-1 Strategic Planning Hierarchy

Environment Corporate Culture

Corporate Strategy

Business Strategies

SBU SBU SBU

Operations Strategy

Finance, Marketing, etc. Strategies

prior written consent of McGraw-Hill Education.2-5

prior written consent of McGraw-Hill Education.

Learning Objective 2-2

Levels of Strategic Planning (2 of 2)

Strategic Questions

Corporate: What business(es) should we be in?

Business: How do we compete?

Functional: How do we best support the SBU strategy?

• Structure

• Infrastructure

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prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Levels of Strategic Planning: Corporate Strategy

Corporate Strategy: overall mission and target businesses. Typically covers:

• Long time horizon

• Overall values, direction, and goals

• Acquisitions and divestitures

• Performance metrics

• Risk management

prior written consent of McGraw-Hill Education.2-7

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Levels of Strategic Planning: Strategic Business Unit

Strategic Business Unit (SBU): semi-independent organization for different products or markets

• Identification of customer or market segments

• Appropriate competitive priorities

• Constrained by corporate strategy

• More detailed

• Shorter time horizon

prior written consent of McGraw-Hill Education.2-8

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Business Models Defined

Business Model:

The combination of the choices determining the customers an SBU will target, the value propositions it will offer, and the supply chain/operations management capabilities it will employ.

prior written consent of McGraw-Hill Education.2-9

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Business Model Formulation: SWOT Analysis (1 of 3)

SWOT Analysis: Identification of customer or market segments

• Stands for Strengths-Weaknesses-Opportunities- Threats

• A strategic planning technique to help firms identify opportunities where they can develop a sustainable competitive advantage and areas where the firm is significantly at risk.

prior written consent of McGraw-Hill Education.2-10

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Business Model Formulation: SWOT Analysis (2 of 3)

Positive: Internal Strengths

• What advantages do we have?

• What do we do better than anyone else?

• What is our unique value proposition?

• What do our customers see as our strengths?

• What are our unique resources?

Negative: Internal Weaknesses

• What could we improve?

• What should we avoid?

• What do our customers see as major weaknesses?

• What factors within our control prevent our ability to develop a competitive advantage?

• What limits our ability to pursue new strategies and opportunities?

prior written consent of McGraw-Hill Education.2-11

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Business Model Formulation: SWOT Analysis (3 of 3)

Positive: External Opportunities

• What trends are we well positioned to take advantage of?

• What new technologies are we well positioned to exploit?

• What new markets are opening up?

• What changes in social patterns and population profiles might provide opportunities for us?

Negative: External Threats

• What obstacles do we face?

• What are competitors doing that could adversely affect us?

• Are there any changes in technology that could hurt us?

• What new governmental regulations or standards pose difficulties for us?

prior written consent of McGraw-Hill Education.2-12

prior written consent of McGraw-Hill Education.

Learning Objective 2-1

Levels of Strategic Planning: Functional Strategy

Functional Strategy: determines how functions support business unit strategies

• Actions that support corporate and SBU strategies

• Management of critical resources

• Key metrics

• Identification of capabilities

• Coordination of activities

prior written consent of McGraw-Hill Education.2-13

prior written consent of McGraw-Hill Education.

Learning Objective 2-2

Developing an Operations Strategy (1 of 2)

Figure 2-2 The Three Critical Elements of Operations Strategy

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prior written consent of McGraw-Hill Education.

Learning Objective 2-2

Developing an Operations Strategy (2 of 2)

• Key Customer: critical to firm’s success and receives firm’s focus

• Value Proposition: tangible and intangible “benefits” that customers expect from a firm

• Capabilities: what a firm does well; defines types of problems a firm can proficiently address

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prior written consent of McGraw-Hill Education.

Learning Objective 2-3

Assessing Customer Wants and Needs

• Order Winners: Flexibility (for example, a better performance or lower price)

• Order Qualifiers: Affordable price, high level of quality, and reasonable delivery estimates

• Order Losers: Poor performance on product traits causes the loss of either current or future business

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Learning Objective 2-3

Value Proposition

• Statement of product and service features that the firm offers to its customers.

• Needs to be both attractive to customers and different from what is offered by the firm’s competitors.

Characteristics of a well-designed value proposition

1. Features that customers value and will pay for

2. Differentiates from competitors and is difficult to imitate

3. Satisfies financial and strategic firm objectives

4. Reliably delivered using the firm’s capabilities and supply chain

5. Consistent with the firm’s social and core values

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Learning Objective 2-4

Product-Related Competitive Priorities

How customer’s problem is “solved” communicated in terms of the quality, timeliness, and cost of the product “solution.”

• Quality: fitness for consumption in terms of meeting customer needs and desires

• Timeliness: delivery or availability when customer wants

• Cost: expenses incurred in acquiring or using the product

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Learning Objective 2-4

Dimensions of Product-Related Competitive Priorities

Table 2-2 Dimensions of Product-Related Competitive Priorities

Quality Timeliness Cost

Performance (superior attributes)

Reliability (on-time) Purchase (price)

Features (unique attributes) Speed (lead time) Transaction (acquisition costs)

Conformance (no defects) Availability (always in-stock) Maintenance/repair

Reliability (long time to failure)

Operating (cost of consumables)

Durability (long useful life) Salvage/disposal

Aesthetics (appeal)

Service/support (ancillaries/intangibles)

Perceived quality (image)

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Learning Objective 2-4

Competitive Priorities: Quality

Quality: How “fit” is your product according to your customers’ needs?

• Performance

• Features

• Conformance

• Reliability

• Durability

• Aesthetics

• Service/support

• Perceived quality

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Learning Objective 2-4

Competitive Priorities: Timeliness (1 of 2)

Timeliness: Is your product delivered to your customers when they want it?

• Reliability

• Speed

• Availability

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Learning Objective 2-4

Competitive Priorities: Timeliness (2 of 2)

Lead Time: The amount of time between the beginning and the end of a set of activities

• Time to market lead time: total time it takes for a firm to conceive, design, test, produce, and deliver a new or revised product

• Order-to-delivery lead time: time that passes from the instant the customer places an order until the customer receives what they ordered

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Learning Objective 2-4

Competitive Priorities: Cost

Cost: How much does it cost to acquire and use your product?

• Purchase

• Transaction

• Maintenance/repair

• Operating

• Salvage/disposal

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Learning Objective 2-4

Process-Related Competitive Priorities: Innovation and Flexibility

How the firm’s supply chain operations run over time

• Innovation: radical and incremental changes in products and processes

• Flexibility: ability to respond efficiently to changes in products, processes, and competitive environment

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Learning Objective 2-4

Process-Related Competitive Priorities: Risk Management

Risk Management: anticipating and dealing with unexpected events

Sources of supply chain risk:

• Natural events

• Social factors

• Geo-political issues

• Economic issues

• Technological issues

• Safety and security

• Cyber security

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Learning Objective 2-4

Process-Related Competitive Priorities: Sustainability

• Sustainability: maintaining operations that are profitable and nondamaging to society or the environment

• The Triple Bottom Line: corporate performance measurement that focuses on a firm’s overall impact measured in terms of profit, people, and the planet

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Learning Objective 2-4

Activity

Seven Cycles Mission Statement:

Based on their mission statement, identify Seven Cycles’ order winners, order qualifiers, and order losers.

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Learning Objective 2-4

Capabilities Defined

• Capabilities: unique and superior abilities based upon the firm’s routines, skills, and processes

• Core Capabilities: enable firm to meet customer expectations and are difficult for competitors to imitate

• Fit: alignment with capabilities, value proposition, and desires of critical customer

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Learning Objective 2-4

Capabilities: Key Areas

Key areas for capability-building investment and development efforts:

• Processes

• Planning systems

• Performance measurements

• Technology

• People and culture

• Supply chain relationships

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Learning Objective 2-4

Operations Strategy Deployment

Strategy Deployment Activities:

• Execution: to carry out plans and initiatives in order to deliver the realized value to customers

• Feedback/Measurement: to assess, communicate, and manage performance in ways that capture lessons learned and focus attention on areas needing improvement

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Learning Objective 2-4

Strategic Areas in Operations Management: Structure

From Table 2-3 Strategic Decision Areas in Operations Management

Decision Domain

OM Issues Considered

Other Functional Groups

Capacity Amount, timing, type Finance, Marketing

Facilities Size, location, specialization

Finance, Marketing

Technology Hardware, software, IS Finance, Engineering, IT, HR

Supply chain network

Supply network, customer network

Finance, Engineering, Marketing, Sales

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Learning Objective 2-4

Strategic Areas in Operations Management: Infrastructure

From Table 2-3 Strategic Decision Areas in Operations Management

Decision Domain

OM Issues Considered

Other Functional Groups

Workforce Skills, training, policies, etc.

Human Resources

Production planning and control

Procedures, workflow, costs, controls, metrics, etc.

Finance, Human Resources

Product/process innovation

Improvements, NPI, intellectual property, etc.

Engineering, Human Resources

Organization and management

Centralization, hierarchy, relationships, metrics, etc.

Human Resources, Marketing

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Learning Objective 2-5

Developing an Operations Strategy

Figure 2-3

Strategic

Profit Model

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Learning Objective 2-5

Strategic Profit Model: Example (1 of 4)

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Learning Objective 2-5

Strategic Profit Model: Example (2 of 4)

Given the information provided below, would you recommend accepting the marketing director’s proposal?

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Learning Objective 2-5

Strategic Profit Model: Example (3 of 4)

Category Estimated First Year Impact

Comments

Sales $420,000

Cost of Goods Sold $294,000 30% gross margin

Variable Expenses $45,000 Need more for small batch shipping and expediting

Fixed Expenses $40,000 More inspections needed

Inventory $200,000 Need safety stock to ensure timely delivery

Accounts Receivable $120,000 Customers tend to pay on longer cycles

Other Current Assets $0 No change

Fixed Assets $15,000 Need special fixtures and tooling

Example 2-1

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Learning Objective 2-5

Strategic Profit Model: Example (4 of 4)

Figure 2-4 SPM Analysis

for Example 2-1

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OM and SC Strategy Summary

1. Strategic planning happens at multiple levels.

2. Strategic planning begins with the customer.

3. OM strategy brings together critical customers, value propositions, and operations capabilities.

4. Competitive priorities address product and process issues.

5. Future capabilities depend on existing core competencies.

6. Strategy involves multiple functions and SC partners.

7. Must be fit between the elements of #3 above.

8. Strategic assessment tools are needed.

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