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<<< click here to get back to the MASTER OF BUSINESS ADMINISTRATION (M.B.A.)
MBA 303 Operations Strategy (3 Credits)
This course will focus on the fundamental premise of operations strategy. According to operations strategy is that there is no single right way to design or run an operation that is appropriate under all circumstances. Instead, operating strategies must be designed to fit with the particular requirements of the competitive environment and a company's competitive strategy.
In this course, students will develop the ability to identify and frame complex strategic issues in operations, design operating strategies that address those issues, and take effective action to achieve the full potential of the decisions. The course exposes students to a range of concepts, tools, and techniques for addressing issues such as the design and evolution of multi-site operating networks, the selection and development of process technologies, and the creation of operating systems that effectively connect operations with customers, distribution channels, and suppliers. Although the course deals with 'high level' operating strategy questions and has a general management orientation, special emphasis is given to providing students with the tools they will need to participate effectively in these decisions early in their careers.
The course is divided into three parts.
Part 1, The Concept of an Operations Strategy, provides an overview of key diagnostic and analytical tools for identifying, framing, and solving strategic operating issues.
Part 2, Creating Value in Operations, contains two modules, Managing Complexity in Operations and Managing Uncertainty in Operations. This part introduces key tools for resolving challenges of plant networks, centralization and decentralization, and tools for coping with or eliminating uncertainty.
Part 3, Capturing Value in Operations, is also divided into two modules, Operations and the Business Model, and Sustaining Growth Through Operations. This segment examines the relationship among traditional and 'information economy' business models and operations, with a special focus on business models centered on intellectual property and the life sciences. The final segment explores the impact of growth, especially rapid growth, on operations, and tools for designing operating systems capable of being rapidly scaled.
Recommended Text(s)
Operations Management
Jay Heizer, Barry Render, Pearson Education
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