Most successful companies have operations management at their heart. It enables strategy and should be part of boardroom discussions. However, Cranfield research has shown that business strategy barely recognises the world of operations management. Recognising that operations management needs to be more strategic, Business Operations Models is a revolutionary new title that looks at the interrelationship of operations management and strategy. In Business Operations Models, Martin Christopher and Alan Braithwaite identify the characteristics of market-leading businesses that have transformed…mehr
Most successful companies have operations management at their heart. It enables strategy and should be part of boardroom discussions. However, Cranfield research has shown that business strategy barely recognises the world of operations management. Recognising that operations management needs to be more strategic, Business Operations Models is a revolutionary new title that looks at the interrelationship of operations management and strategy. In Business Operations Models, Martin Christopher and Alan Braithwaite identify the characteristics of market-leading businesses that have transformed their markets and delivered super performance for their stakeholders. It points to the theory gap between strategic thinking and operations and how many high-performing businesses arrive at their new operating models as much by chance as judgement. Unpacking those observations leads to some clearly defined features of winning competitors, including eliminating waste, leveraging technology, and utilising transformative business models. Business Operations Models offers a framework for achieving super performance and understanding when and how a company may be able to leverage its capabilities to outperform. The book provides detailed international case studies that illustrate how the principles work in practice, including Apple, Dell, Amazon, John Lewis, Southwest Airlines, Aldi, Toyota and many others.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Alan Braithwaite is Visiting Professor at Cranfield University's School of Management and specializes in supply chain strategy and operational excellence in the retail, manufacturing, and service sectors. He is founder and chairman at LCP Consulting which collaborates with over 400 companies internationally in both the public and private sectors. Martin Christopher is Emeritus Professor of Marketing and Logistics at Cranfield University's School of Management. He is the author of Logistics and Supply Chain Management (FT Press) and Marketing Logistics (Routledge) as well as the Founding Editor of The International Journal of Logistics Management.
Inhaltsangabe
Preface and acknowledgements 01 What we mean by business operations models - and why are they important? The business operations model framework Case study: the Southwest Airlines success story 02 The characteristics of super-performing businesses The FT Global 500 rankings The Gartner top 25 The five levers and the business operations model Financial engineering through the business operations model Super-performers can be disruptors 03 The customer lens - understanding compelling value The 'time-sensitive' customer Performance rather than products Case study: Irish Fertilizers Case study: e-commerce delivery models 04 The strategy operations gap What is strategy? The gap between strategy and operations Reinventing your business model Value disciplines The power of process Business process redesign for strategic transformation The balanced scorecard Conclusion 05 Unpacking the business operations model framework Scenarios for transformation or disruption 06 The technology dimension to being a disruptor Disruptive evolutions in freight Digitization - the 21st-century 'steam engine' The business operations model: Maxims for exploiting technological innovation Case study: Uber Technologies Case study: Apple Case study: Amazon 07 Market-changing models - driving transformation Go-to-market choices - a key to overall economic performance and customer access Channels-to-market - effective intermediation or disintermediation Service-dominant logic - transforming the proposition Commercial focus - driving and leveraging scale through buying and pricing Case study: Dell Case study: Kingfisher/B&Q Emerging maxims for using channels as a disruptive competitive capability 08 Competing through the basics Internal transformation and the 'power of 1 per cent' Obliterating waste The cost of complexity Lean and Six Sigma - a transformation concept Case studies - introduction Case study: Aldi Case study: WH Smith Case study: Toyota and the ascendency of the Japanese auto industry 09 Optimization of the business operations model The new optimization - busting the paradigm or redefining the algorithms Fulfilment networks Service and support Sourcing and manufacturing Demand and supply planning End-to-end cost of service and supply and commercial control Case studies - introduction Case study: Addis Housewares Case study: health-care consumables manufacturing and distribution In conclusion - optimizing is about finding a new model 10 Making it happen - becoming a disruptor Actions for realization - the 'crystal of change' Overcoming disbelief Don't underestimate serendipity It should never be too late - but sometimes it is Case study: Southwest Airlines Case study: Christie-Tyler Case study: John Lewis Partnership Case study: Woolworths 11 Guiding principles to building a competitive edge through business operations models Building a new business operations model by selecting from the elements The importance of analytics in design Driving change through the crystal, building road maps for the journey Symbols for change Challenges and risks for innovation and change In conclusion References Index
Preface and acknowledgements 01 What we mean by business operations models - and why are they important? The business operations model framework Case study: the Southwest Airlines success story 02 The characteristics of super-performing businesses The FT Global 500 rankings The Gartner top 25 The five levers and the business operations model Financial engineering through the business operations model Super-performers can be disruptors 03 The customer lens - understanding compelling value The 'time-sensitive' customer Performance rather than products Case study: Irish Fertilizers Case study: e-commerce delivery models 04 The strategy operations gap What is strategy? The gap between strategy and operations Reinventing your business model Value disciplines The power of process Business process redesign for strategic transformation The balanced scorecard Conclusion 05 Unpacking the business operations model framework Scenarios for transformation or disruption 06 The technology dimension to being a disruptor Disruptive evolutions in freight Digitization - the 21st-century 'steam engine' The business operations model: Maxims for exploiting technological innovation Case study: Uber Technologies Case study: Apple Case study: Amazon 07 Market-changing models - driving transformation Go-to-market choices - a key to overall economic performance and customer access Channels-to-market - effective intermediation or disintermediation Service-dominant logic - transforming the proposition Commercial focus - driving and leveraging scale through buying and pricing Case study: Dell Case study: Kingfisher/B&Q Emerging maxims for using channels as a disruptive competitive capability 08 Competing through the basics Internal transformation and the 'power of 1 per cent' Obliterating waste The cost of complexity Lean and Six Sigma - a transformation concept Case studies - introduction Case study: Aldi Case study: WH Smith Case study: Toyota and the ascendency of the Japanese auto industry 09 Optimization of the business operations model The new optimization - busting the paradigm or redefining the algorithms Fulfilment networks Service and support Sourcing and manufacturing Demand and supply planning End-to-end cost of service and supply and commercial control Case studies - introduction Case study: Addis Housewares Case study: health-care consumables manufacturing and distribution In conclusion - optimizing is about finding a new model 10 Making it happen - becoming a disruptor Actions for realization - the 'crystal of change' Overcoming disbelief Don't underestimate serendipity It should never be too late - but sometimes it is Case study: Southwest Airlines Case study: Christie-Tyler Case study: John Lewis Partnership Case study: Woolworths 11 Guiding principles to building a competitive edge through business operations models Building a new business operations model by selecting from the elements The importance of analytics in design Driving change through the crystal, building road maps for the journey Symbols for change Challenges and risks for innovation and change In conclusion References Index
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