ORDER-WINNERS AND QUALIFIERS Adding Value to the Manufacturing Operation.

Slides:



Advertisements
Similar presentations
Operations Management
Advertisements

Presented by Supply Management By: Leigh Podolak Presented by Source One Management Services, LLC Lesson 1 Roles.
Chapter 3 Operations strategy Photodisc. Cartesia.
Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Operations Strategy and.
Operations Strategy. What is Operations Strategy ? Operations Strategy is concerned with setting broad policies and plans for using firm resources to.
OPSM 301 Operations Management Class 2: Operations management strategy Strategic fit Koç University Zeynep Aksin
Context of Manufacturing
Strategy & Strategy into Action.
when quantity demanded = quantity supplied. Market equilibrium: when quantity demanded = quantity supplied.
2–12–1. 2–22–2 Chapter Two Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Supply Chain Management 2 August Introduction What: Supply Chain Management Where: Organizations that have significant costs spent on purchasing.
Entrepreneurs’ Boot Camp October 5, 2008 Operations Management Plan Presented by Harry Chernoff Clinical Associate Professor of Operations Management.
Defining Operations Professor Stephen Lawrence. Diego Rivera, Detroit Industry, 1933; Front Wall Mural, Detroit Institute of Art.
© Wiley Chapter 2 Operations Strategy and Competitiveness Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
Introduction to Operations Management
Operations Strategy: Defining How Firms Compete
Operation Management Strategy
Slack, Chambers and Johnston, Operations Management 5 th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007 Distinctive characteristics of.
1 Slides used in class may be different from slides in student pack Chapter 2 Operations Strategy and Competitiveness  Operations Strategy  Competitive.
Debrief 1 1. Did you join the management team or the fire brigade? 2.
Chapter 2, Operations Strategy
Chapter 2 Supply Chain Strategy Copyright 2011 John Wiley & Sons, Inc.
Slack, Chambers and Johnston, Operations Management 5 th Edition © Nigel Slack, Stuart Chambers, and Robert Johnston 2007 Chapter 3 Operations strategy.
Year 12 Business Studies Operations REVIEW.
© Wiley Chapter 2 Operations Strategy and Competitiveness Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
©2006 Pearson Prentice Hall — Introduction to Operations and Supply Chain Management — Bozarth & Handfield.
OPERATIONS MANAGEMENT INTEGRATING MANUFACTURING AND SERVICES FIFTH EDITION Mark M. Davis Janelle Heineke Copyright ©2005, The McGraw-Hill Companies, Inc.
Strategy and Sustainability. 1. Compare how operations and supply chain strategy relates to marketing and finance. 2. Understand the competitive dimensions.
Oriflame Purchasing Management Workshop Module 4 – Project Team Development Oriflame Vision & Strategy Supplier Interfaces The Business Model Supply Vision.
STRATEGY Chapter Two Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Operations Strategy Kusdhianto Setiawan, SE, Siv.Øk Department of Management Faculty of Economics Gadjah Mada University.
Chapter 2 Operations Strategy and Competitiveness
Operations Management For Competitive Advantage 1 Operations Strategy and Competitiveness Operations Management For Competitive Advantage Chapter 2.
 A measure of efficiency.  The amount of output produced compared to the amount of input required in production.
1 Slides used in class may be different from slides in student pack Chapter 2 Operations Strategy and Competitiveness  Operations Strategy  Competitive.
Procurement Part Two Marketing Logistics Purchasing Decision Variables: How to Rate Suppliers.
© Fred Van Bennekom 2005Slide 1 Introduction to Operations Management.
Team Development Slide 1 © The Delos Partnership 2005 Supplier Relationship Management Module 4 – Project Team Development Vision & Strategy Supplier Interfaces.
What determines a firm’s competitiveness? – Business strategy How to compete – looks at how a firm competes within an industry or market. Also known as.
OPSM 501: Operations Management Session 2: Process Positioning Strategic Fit Koç University Graduate School of Business MBA Program Zeynep Aksin
1-1 1 McGraw-Hill/Irwin ©2009 The McGraw-Hill Companies, All Rights Reserved.
Chapter Five Building Competitive Advantage Through Business- Level Strategy.
Chapter-2 operations performance objective. Page 39
Fashion Operations Management
MANAGEMENT AND MARKETING OF TEXTILES
© Wiley Chapter 2 Operations Strategy and Competitiveness Operations Management by R. Dan Reid & Nada R. Sanders 2 nd Edition © Wiley 2005 PowerPoint.
O PERATIONS STRATEGY 4 th course. Human resources Supply chain Mngm.
OPERATIONS MANAGEMENT MODULE- I INTRODUCTION & OVERVIEW.
Tata McGraw CHAPTER 2 Operations and Supply Strategy.
The Fashion Operation Business Unit Tutor Dr Neil Towers Fashion Operations Management
What are “demand” and “supply” and how do they work together to determine the prices of goods and services?
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Operations and Supply Strategy CHAPTER 1.
Supply management: Lean or Agile Unit Tutor Neil Towers Supply Chain Management
Added Value manufacturing  Neil Towers. Market winners and qualifiers 
Fundamentals of Production Planning and Control David Bolton, CFPIM, C.P.M. Materials Manager, Rotek, Inc. Past President, APICS.
©2015 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Slack, Brandon-Jones and Johnston, Operations Management PowerPoints on the Web, 7 th edition © Nigel Slack, Alistair Brandon-Jones and Robert Johnston.
Introduction to Operations Management A Review. 1-2 What Do Operations Managers Do?  What is Operations? a function or system that transforms inputs.
Purchasing Decisions And Business Strategy
Operations Strategy and Competitiveness
Strategy Chapter Two McGraw-Hill/Irwin
The two alternative approaches
Information Management and Operations Overview
Strategy Chapter 2.
Selecting Suppliers Revision Seminar.
Chapter 3 Operations strategy Source: courtesy of Justin Waskovich.
Ray Owen Supply Chain Management Objective – to satisfy the end customer Quality – speed – dependability – flexibility - cost Ray Owen.
Information Management and Operations Overview
Competitiveness, and Strategy.
Strategy and Sustainability
Presentation transcript:

ORDER-WINNERS AND QUALIFIERS Adding Value to the Manufacturing Operation

LEARNING OBJECTIVES …to understand what is added value …to understand the difference between order- winning and order-qualifying characteristics …to recognise the characteristics of lean and agile manufacturing

ADDED VALUE MANUFACTURING The ultimate aim with added value manufacturing is to increase in the value of the manufacturing process in the eyes of the customer.

THE TEXTILE SUPPLY CHAIN First tier supplier Second tier supplier SUPPLY SIDE Agent/DCRetailer MARKETING MANUFACTURER Information flow Physical flow (Products and Services) Feedback, Customer Demand etc. Product Availability, Production Requirements, Orders etc.

ORDER-QUALIFIERS An order qualifier is a characteristic that is required for a product or service to be considered by a customer. Firms must provide the qualifiers to get into or stay in a market. To provide qualifiers, they need only to be as good as their competitors. (Hill, 2000)

ORDER-WINNERS An order winner is a characteristic that will win the bid or customer's purchase. To provide order winners, firms must be better than their competitors. (Hill, 2000)

THE ORDER-WINNER AND QUALIFIER MATRIX

CHARACTERISTICS OF SUPPLY Mason-Jones et al. (2000) (COST) (ADDED VALUE)

THE FIVE COMPETITIVE OBJECTIVES COST Lower prices (or higher profits) On-time deliveries QUALITY DEPENDABILITY FLEXIBILITY SPEED Wider variety More customisation More Innovation Cope with volume fluctuations Error-free Products and services Faster customer response

MANUFACTURING REQUIREMETNS COST QUALITY DEPENDABILITY FLEXIBILITY SPEED Minimum cost, maximum value Reliable operation Ability to changeError-free processes Fast throughput