Operations strategy involves making consistent patterns of business decisions related to operations and supply chain management that are linked to the overall business strategy. This helps create a competitive advantage. Operations strategic objectives include cost, quality, delivery, and flexibility. Strategic decisions involve processes, quality systems, capacity, and inventory. The goal is to develop a distinctive competence, something the organization does better than competitors. Operations strategy must be tailored to the business strategy, such as focusing on low cost for imitative products or flexibility for innovative products.

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Background
ANALYTICAL REPORT ASSIGNMENT GUIDE
An analytical report is a technical or professional document
written for business or government uses. These reports use
information from surveys, financial records, and other reliable
sources to reach conclusions that help reviewers make important
decisions. It is different from an informational report because it
analyzes a situation and persuasively presents conclusions and
recommendations. This type of report is covered in Ch. 10 (p.
250-252) of your textbook (a sample full report is on pages 281-
294). A student sample report with instructor comments is also
available.
Goals of analytical reports
Depending on the purpose, an analytical report can accomplish
one of three goals. Once you have chosen a context and topic,
you will need to establish which type of goal you are after.
Below are three main types; your analytical report will only
take on one type of goal:

2. To Assess Opportunities
This kind of analytical report informs decision makers about a
new and potentially successful endeavor. For example, you
could suggest that a retail snacks company consider a gluten-
free version to its most popular cookie line. For the report, you
would include information on food industry trends and examples
of other companies in similar markets. Examples: market
analysis reports, due diligence reports
To Solve Problems
Reports that solve problems do exactly what they claim: they
solve problems. Using previous examples of similar situations
and weighing the options between solutions, you should make
clear recommendations to a decision-maker based on the
research compiled. For example, a business might be facing
higher costs due to recent upgrades and is seeking ways to
reduce spending while maintaining sales. What solutions and/or
plan of action could be proposed? Examples: troubleshooting
reports, failure analysis reports
To Support Decisions
If an organization or business is making a big move in the near
future, a report could analyze the effects (both positive and
negative) a big decision will have on the organization. If done
retrospectively -- as in, the move has already been made and
there have been repercussions, good or bad -- then you may use
the available data to analyze the move. Examples: feasibility
reports, justification reports
Report topic examples:
· To analyze the benefits of adopting a new employee dress
code at X company
· To analyze market data and present opportunities for growth
in a chosen market
· To introduce an alternative approach to a current problem or
issue
· To propose solutions to declining sales
· To justify a current change in workplace policy

3. Considerations when choosing your topic:
· Choose a context you are familiar with (i.e., a company
you’ve worked for, a business you have stock in, an
organization you either follow or are a part of)
· Choose a realistic topic – don’t attempt to make something up
that is either unrelatable or too extreme (although the topic can
be hypothetical)
Overview of assignment
· Analytical Report (approx. 2000 words), with initial Work
Plan (approx. 500 words – work plan guidelines included
separately)
· APA format for in-text citations and separate “References”
page
· Minimum of five references from reputable business sources.
All references must be cited in report
· Resources can include surveys and/or interviews (primary
research – optional), in addition to secondary research
· Typed; 1.15-spaced, with headers/sub-headers (see samples in
textbook + student sample)
· Include visuals (e.g. graphs, pictures, charts) where necessary
(at least one)
General Outline
1. Executive Summary -- In a realistic business environment,
upper management of a company may not have time to read an
entire report. This section is about one page long and
summarizes the key points of the report, including conclusions
and recommendations. Use short, clear paragraphs with
headings to preface and summarize the entire report.
2. Introduction

4. a. Purpose -- The introduction of an analytical report begins
with a statement of purpose, which sets up and explains what
will be covered in the report and why. It should begin with
“To…”
b. Background -- This section reviews the historical conditions
or factors leading up to the report.
c. Sources and Methods -- This section describes primary and
secondary sources and methods used to gather information and
supporting evidence for the report.
d. Scope -- The scope section describes how much of the chosen
topic will be covered and what the analysis will focus on.
e. Limitations -- This section (if relevant) states the areas
related to the topic that will NOT be covered. Provide reasons
for why these areas are not included (budget, time, resources,
etc.), but also comment on why the results are still valid despite
not including them.
f. Report Organization -- This section briefly prefaces how the
following report is organized. This gives a quick overview so
the reader will know what to expect.
3. Body -- The main content of the report is presented in short,
topical paragraphs. Relevant and informative headingsare used
to help the reader navigate from one topic to another. This is
useful for busy business people who may need to refer to one
particular section of your report during a meeting or
presentation. All data reported is analyzed within the body of
the paper. Include visual images (graphs, charts, pictures) where
visuals would be more effective than simple text.
4. Conclusions -- Based on a logical evaluation of the evidence
provided in the report, clearly state conclusions that are sound
and justified. You need to interpret the findings of your
research for the trends, patterns, and possibilities that they

5. indicate. Give the reasonsyou arrived at these conclusions,
based on the information you’ve stated in the body. In this
section, give the answer, solution, or concluding argument(s) to
your statement of purpose.
5. Recommendations -- Propose a recommended plan of action
for your audience. Recommendations answer the question "what
should follow after reviewing the report?" assuming that the
report is successful and the reader is convinced of the argument
made and the conclusions drawn.
· Establish the need for action by re-mentioning the problem or
opportunity.
· List the steps (recommendations) required to achieve the
benefit, using active verbs for emphasis.
· Summarize the benefit(s) that can be achieved if the
recommendation is adopted along with any potential risks,
costs, or necessary procedure changes.
· Summarize your recommendations and action desired of
recipient(s).
6. References -- APA format for references that are cited
throughout the report (in-text) and on a separate page titled
“References”. A minimum of five references from reliable
sources is required.
Tips for writing your analytical report:
*The key term is ANALYZE.
*You may choose a non-profit, educational, or private company
for this report. However, there are advantages to choosing a
public company:
· Public companies are required by law to publish financial
data; therefore, you will be able to access this kind of
information for your report.

6. · Public companies tend to be ones the media pays more
attention to, so there might be more articles available on them.
· Use simple, clear language. Be concise (see pages 111-114 in
BCE).
· No slang terms.
· Avoid very long sentences and uncommon words.
*Analyze and then write to your audience.
· Your professor is NOT your primary audience.
*Every point you make in your report must be supported by
factual data from your research.
*Use reputable business sources for your research.
Chapter 1:
The Operations Function
Operations
Management in the
Supply Chain:
Decisions and Cases,
6th edition
Copyright © 2013 by The McGraw-Hill Companies, Inc. All
rights reserved.McGraw-Hill/Irwin
1-2
Chapter 1 Outline
• Why Study Operations Management?

7. • Definitions of Operations Management and Supply Chains
• Decisions at Pizza U.S.A.
• Operations Decisions - A Framework with Contingencies
• Cross-Functional Decision Making
• Operations as a Process
• Contemporary Operations Themes
1-3
Why Study Operations Management?
• Cross-functional nature of decisions
• Operations is a major function in every organization
• Principles of process thinking can be applied across the
organization
• Operations Management is an interesting and challenging field
of study
1-4
Definition of Operations Management
The operations function of an organization is

8. responsible for producing and delivering goods or
services of value to customers of the organization.
Operations managers make decisions to manage
the transformation process that converts inputs
into desired finished goods or services.
1-5
Key Points in OM Definition
Decisions:
The operations manager must decide:
• Process, quality, capacity, inventory
Function:
Major functional areas in organizations:
• Operations, marketing, finance
Process:
Planning and controlling the transformation process and its
interfaces (internal/external)
1-6

9. Definition of Supply Chain
• Network of manufacturing and service operations that supply
one another
• From raw materials through production to the end consumer
• Flows of materials, money, and information
• Links operations across organizations
1-7
Major Decisions at Pizza USA
• Process
• How should we produce pizzas?
• Quality
• How do we meet quality standards and ensure a good customer
experience?
• Capacity
• How much output do we need, at various times?
• Inventory
• Which ingredients, when & how much?

10. 1-8
Contingencies
Decisions related to process, quality, capacity, inventory
must account for:
- upstream suppliers
- downstream customers
- other functions (marketing, finance)
- support functions (HR, Info systems, accounting)
- situations (supply disruption, seasonal demand peaks)
- conditions (economy, changing customer preferences)
- many other contingencies
In other words, there is no single set of
“best” practices. The best decision-making
will depend on the situation.
1-9
Cross-Functional Decision Making
• Operations as the primary production function.
• Other primary functions:

11. • Marketing
• Finance
• Supporting functions: all others
• Major cross-functional decision making relationships (See
Table 1.2)
1-10
Operations as a Process
Transformation
(Conversion)
Process
Input Output
1-11
Operations as a Process
Transformation
Fabrication
Input OutputTransformation
Assembly

12. Fabrication: making the parts
Assembly: putting the parts together
1-12
Operations as a Process (Figure 1.2)
Transformation
(Conversion)
Process
Energy
Materials
Labor
Capital
Information
Goods or
Services
Feedback information for
control of process inputs
and process technology
1-13
Contemporary Operations Themes

13. • Service and Manufacturing (differences and
implications)
• Customer-Directed Operations (“voice of the customer”)
• Lean Operations
• Integration of Operations with Other Functions
• Environmental Concerns and Sustainability
• Supply Chain Management
• Globalization of Operations
• Contingencies that Impact Operations Decisions
1-14
Chapter 1 Summary
• Why Study Operations Management?
• Definitions of Operations Management and Supply Chains
• Decisions at Pizza U.S.A.
• Operations Decisions - A Framework with Contingencies
• Cross-Functional Decision Making
• Operations as a Process

14. • Contemporary Operations Themes
Chapter 2:
Operations and Supply Chain
Strategy
Operations
Management in the
Supply Chain:
Decisions and Cases,
6th edition
Copyright © 2013 by The McGraw-Hill Companies, Inc. All
rights reserved.McGraw-Hill/Irwin
2-2
Chapter 2 Outline
Advantage Through Operations

15. 2-3
Operations Strategy
“A consistent pattern of business decisions for
operations and the associated supply chain …
… that are linked to the business strategy and other
functional strategies, leading to a competitive
advantage for the firm.”
2-4
McDonald’s Operations Strategy
• Mission: fast product/service, consistent quality, low
cost, clean/friendly environment
• Operations Objectives: cost, quality, service
• Strategic decisions: process, quality, capacity, inventory

16. • Distinctive Competence: today - continuous improvement
of the transformation system, and brand (originally:
unique service/supply chain)
2-5
Operations
Strategy
Process
(Figure 2.1)
Consistent pattern of decisions
Internal
analysis
External
analysis
Mission
Objectives
(cost, quality, flexibility, delivery)
Strategic Decisions (process,
quality system, capacity, and inventory)
Distinctive

17. Competence
Operations Strategy
Business strategy
Functional strategies in
marketing, finance,
engineering,
human resources,
and
information systems
Results
Corporate strategy
2-6
Operations Strategic Objectives
• Cost – resources used
• Quality – conformance to customer expectations
• Delivery – quickly and on time
• Flexibility – ability to rapidly change operations
How does a firm use these objectives to gain a
competitive advantage?
What trade-offs exist among the objectives?

18. 2-7
Distinctive Competence
•Something an organization does better than any
competing organization that adds value for the
customer.
•Examples: patents, proprietary technology,
operations innovations
2-8
Examples of Important Strategic Decisions in Operations
(Table 2.2)
Strategic Decision Decision Type Strategic Choice
Process Span of process
Automation
Process flow
Job specialization
Supervision
Make or buy
Handmade or machine–made;

19. flexible or hard automation
Project, batch, line or continuous
High or low specialization
Highly decentralized or centralized
Quality Systems Approach
Training
Suppliers
Prevention or inspection
Technical or managerial training
Selected on quality or cost
Capacity Facility size
Location
Investment
One large or several small facilities
Near markets, low cost or foreign
Permanent or temporary
Inventory

20. Amount
Distribution
Control Systems
High or low levels of inventory
Centralized or decentralized warehouse
Control in greater detail or less detail
2-9
Linking Operations to Business Strategies
• Business strategy alternatives
• Product Imitator
• Operations must focus on keeping costs low.
• Product Innovator
• Operations must maintain flexibility in processes, labor and

21. suppliers.
• Customer perspective
• Order Qualifiers: objectives customers consider in the
product/service
• Order Winners: objectives that cause customer to choose a
particular product/service
2-10
Linking Operations to Business Strategies
• Business strategy alternatives
• Product Imitator
• Order Winner = price (low cost)
• Order Qualifiers = flexibility, quality, delivery
• Product Innovator
• Order Winner = flexibility (rapid introduction of new
products)
• Order Qualifiers = cost, delivery, quality
2-11
Global Scope of Operations and Supply Chains

22. • “Traditional” (multi-country, multi-strategy) versus
“Global” (single-strategy) firm.
• Characteristics of the “Global Corporation” differ from
the traditional company.
• Rethink the supply chain (product design, process design,
location, workforce policies).
2-12
Characteristics of “Global Corporations”
• Facilities & plants located worldwide, not country by
country.
• Products & services can be shifted among countries.
• Sourcing on a global basis.
• Supply chain is global in nature.
• Product design & process technology are global.
• Products/service fit global tastes.
• Demand is considered on worldwide basis.
• Logistics & inventory control is on worldwide basis.
• Divisions have world-wide responsibility.
2-13
Supply Chain Strategy

23. • To achieve competitive advantage for the entire
supply chain, rather than individual entities.
• Two supply chain strategies:
• Imitative Products (e.g. commodities)
• Predictable demand
• Efficient, low-cost supply chain
• Innovative Products (e.g. new technologies)
• Unpredictable demand
• Flexible, fast supply chain
• Firms must design the right supply chain for each
product or group of products, and avoid a “one size
fits all” strategy.
2-14
Environment & Sustainable Operations
Sustainability: minimizing or eliminating environmental
impact of operations.
The ‘greening’ of operations:
• Product development
• Sourcing
• Manufacturing
• Packaging

24. • Distribution
• Transportation
• Services
• End-of-life management (e.g. recycling)
2-15
Chapter 2 Summary
erations Objectives