Table of Content
Preface……………………………………………………………………..3
Valuable Resources………………………………………………………7
Manufacturing
Technology………………………………………………7
Quality…………..…………………………………………………………8
Supply
Chain Management……….……………………………………..9
Information Systems…………………………………………………….10
Leaders……………………………………………………………………10
Conclusion………………………………..……………………………….11
Bibliography………………………………………………………………11
Preface
The modern approach to operations
management perceives operations strategy as an important tool to create
competitive advantage which is essential for organization to achieve their
goals. However, despite it's high importance, this tool should be wisely
adopted and implemented in order to be effective and meet the organizational
goals.
Krajewski and Ritzman (2002) define “Operations
Strategy” as the means by which operations implements the firm’s corporate
strategy.
This paper focuses in operational views
that may contribute to achieve strategic advantage.
Both Stalk and Webber (2003) and Porter
(1996) bring examples of costly programs that have not achieved any strategic
advantage. Both Stalk and Webber (2003) mention the time-based competition
within the Japanese industry that became a race that seemed pointlessly
self-destructive.
Porter (1996) regards tools such as TQM,
benchmarking, and reengineering and suggests that dramatic operational
improvements have resulted, but rarely have these gains translated into
sustainable profitability. And gradually, the tools have taken the place of
strategy.
Strategy-based
(SBV) and resource-based (RBV) views are the two dominant views that emerged in
explaining firm performance through the competitive advantage paradigm. These
two views argue that a firm can gain competitive advantage and thereby achieve
a superior firm performance by the execution of superior strategies and by the
possession of unique resources that are valuable, rare, and imperfectly
imitable and where there are no strategically equivalent substitutes
respectively.
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