Advanced Operations Strategy
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This place wasn't what I was expecting, I am highly disappointed and can't recommend. I won't recommend this course to anyone. The lecture quality wasn't good. Personally, I didn't like it.
← | →
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I had a nice time in all, thanks for everything. I enjoyed.
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Short course
In Hammersmith
Understand the meaning of operations strategy and how all parts of the business can use perspectives on operations strategy!
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Type
Short course
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Location
Hammersmith
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Duration
2 Weeks
Would you like to give an impulse to your professional life? If so, you should check this Advanced Operations Strategy Course, organized by London Business Training & Consulting, that Emagister.co.uk has added to its catalogue.
This training is suitable for chief operations officers and chief executive officers; operations directors and managers; heads of departments; senior operations executives, officers and staff; those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements.
It is also targeted for those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset; those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises.
Upon completion of this course, you will be able to understand the meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
Are you interested in this course? If so, you should contact London Business Training & Consulting through Emagister.co.uk right now! The opportunities are on the palm of your hand.
Facilities
Location
Start date
Start date
About this course
Upon completion of this course, you will be able to understand:
The meaning of operations strategy and how all parts of the business can use perspectives on operations strategy to establish a connection between strategy and operational processes and resources.
How to judge the performance of operations.
Chief operations officers and chief executive officers; operations directors and managers; heads of departments; senior operations executives, officers and staff; those who wish to gain a comprehensive understanding of the interaction between operational resources and market requirements; those who wish to transform their companies’ prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset; those who wish to use operations strategy as a major source of competitive advantage in for-profit businesses or the route to achieving social welfare in not-for-profit enterprises; those who appreciate operations strategy as central, ubiquitous and vital to any organisation’s sustained success.
Certificate.
Reviews
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This place wasn't what I was expecting, I am highly disappointed and can't recommend. I won't recommend this course to anyone. The lecture quality wasn't good. Personally, I didn't like it.
← | →
-
I had a nice time in all, thanks for everything. I enjoyed.
← | →
Course rating
Recommended
Centre rating
Student reviewer
Joseph F,
This centre's achievements
All courses are up to date
The average rating is higher than 3.7
More than 50 reviews in the last 12 months
This centre has featured on Emagister for 5 years
Subjects
- Operations Management
- Monitoring
- Market
- Supply
- Consulting
- Strategic Planning
- Technology
- Strategy Development
- Strategic Business Management
- Resource Management
- Operational Risk
- Operations Strategy
Course programme
- Why is operations excellence fundamental to strategic impact?
- What is operations strategy and how is it different from operations management?
- What is the ‘content’ of operations strategy?
- The operations strategy matrix
- What is the ‘process’ of operations strategy?
- Operations performance can make or break any organisation
- Judging operations performance at a societal level
- Judging operations performance at a strategic level
- Judging operations performance at an operational level
- The relative importance of performance objectives changes over time
- Trade-offs – are they inevitable?
- Targeting and operations focus
- Fads, fashion and the ‘new’ approaches to operations
- Total quality management (TQM)
- Business process reengineering (BPR)
- Six Sigma
- Some common threads
- The overall level of operations capacity
- The number and size of sites
- Capacity change
- Location of capacity
- Do or buy? The vertical integration decision
- Contracting and relationships
- Which type of arrangement?
- Supply network dynamics
- Managing suppliers over time
- Purchasing and supply chain risk
- Process technology should reflect volume and variety
- The product-process matrix
- The challenges of information technology (IT)
- Evaluating process technology
- Operations improvement
- Setting the direction
- Importance-performance mapping
- Developing operations capabilities
- Deploying capabilities in the market
- Innovation, design and creativity
- The strategic importance of product and service development
- Product and service development as a process
- A market requirements’ perspective on product and service development
- An operations resources perspective on product and service development
- Formulating operations strategy
- What is the role of alignment?
- Maintaining alignment over time
- What analysis is needed for formulation?
- The challenges to operations strategy formulation
- How do we know when the formulation process is complete?
- What is operations strategy implementation?
- What are the differences between operational and strategic monitoring and control?
- How is progress towards strategic objectives tracked?
- How can the monitoring and control process attempt to control risks?
- How does learning contribute to strategic control?
Advanced Operations Strategy