Operations Strategy - Level 1

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.
A broad approach to assessing operations performance at a societal level that uses the ‘triple bottom line’ to judge an operation’s social, environmental and economic impact.
How operations performance can be judged in terms of how it affects an organisation’s ability to achieve its overall strategy.
The more directly operational level aspects of performance – quality, speed, dependability, flexibility and cost.
Three related aspects of performance that are fundamental to understanding operations strategy: how the relative importance of different aspects of performance changes over time; how performance objectives trade off against each other (do improvements in some aspects of performance necessarily mean a reduction in the performance of others?); and how exceptional performance levels can be reached by focusing on a limited set of objectives and exploiting the trade-offs between objectives.
Some ‘new approaches’ to operations and the extent to which they can be seen as ‘strategic’, as well as how they fit into operations strategy.
The principles behind how operations configure, and reconfigure, their capacity.
Purchasing and supply decisions as a critical set of operations strategy decisions.