front 1 Mission Statement | back 1 A statement that explains why an organization exists. It describes what is important to the organization, called its core values, and identifies the organization’s domain. |
front 2 Business Strategy | back 2 A mechanism by which a businesses coordinates its decisions regarding structural and infrastructural elements to support its mission. Identifies a firm’s targeted customers, how the firm will compete, and sets time frames and performance objectives for the business |
front 3 Functional Strategy | back 3 A plan of action that translates a business strategy into functional (e.g., supply chain, marketing, human resources, finance, etc.) responses supporting the business strategy. |
front 4 Core Competency | back 4 An organizational strength or ability developed over a long period of time, that customers value and competitors find difficult or impossible to copy. Objective of strategy is to develop core competencies. |
front 5 Operations and supply chain strategy | back 5 A functional strategy that indicates how structural and infrastructural elements with the operations and supply chain areas will be acquired and developed to support the overall business strategy. |
front 6 Structural Decision Categories | back 6 Capacity Facilities Technology |
front 7 Capacity | back 7 Amount, Type, Timing of capacity changes |
front 8 Facilities | back 8 Services/Manufacturing, Warehouses, Distribution hubs Size, location, degree of specialization |
front 9 Technology | back 9 Services/Manufacturing processes, Material handling equipment, Transportation equipment, Information systems |
front 10 Infrastructural Decision Categories | back 10 Organization Sourcing/Purchasing Planning and Control Business Processes and Quality Management Product and service development |
front 11 Organization | back 11 Structure, Control/reward systems, Workforce decisions |
front 12 Sourcing/Purchasing | back 12 Sourcing strategies, Supplier selection, Supplier performance measurement |
front 13 Planning and Control | back 13 Forecasting, Tactical planning, Inventory management, Production planning and control |
front 14 Business Processes and Quality Management | back 14 Six Sigma, Continuous improvement, Statistical quality control |
front 15 Product and service development | back 15 The developmental process, Organizational and supplier roles |
front 16 Four Major Performance Dimensions | back 16
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front 17 Performance Quality | back 17 Addresses the basic operating characteristics of a product or service. |
front 18 Conformance Quality | back 18 Addresses whether a product was made or a service performed to specifications. |
front 19 Reliability Quality | back 19 Addresses whether a product will work for a long time without failing or requiring maintenance. |
front 20 Delivery Speed | back 20 Delivery Speed - How quickly the operations or supply chain function can fulfill a need once it has been identified. |
front 21 Delivery Reliability | back 21 The ability to deliver products or services when promised. |
front 22 Mix Flexibility | back 22 The ability to produce a wide range of products or services. |
front 23 Changeover Flexibility | back 23 The ability to produce a new product with minimal delay. |
front 24 Volume Flexibility | back 24 The ability to efficiently produce whatever volume the customer needs. |
front 25 Cost | back 25
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front 26 Customer Value Index | back 26
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front 27 Operations and Supply Chain Strategies | back 27 Identify product dimensions highly valued by customer, select competitive dimensions, and design supply chain to excel on these dimensions. |
front 28 Order Winners | back 28 A performance dimension highly valued by customers that differentiates a company’s products and services from its competitors. It tends to drive market share within a targeted market segment. |
front 29 Order Qualifiers | back 29 A performance dimension on which customers expect a minimum level of performance. |