UGBA 10 Lecture Notes - Lecture 9: Corporate Sustainability, Supply Chain, Operations Management
23 May 2018
School
Course
Professor
Business Operations I February 22
I. Operations Management
• Operations management: in charge of supplying products and services in the right
amount, at the right place, and the right time and at the right quality.
o Designed to control the processes to transform inputs into services and
products; sees the business as a series of interconnected processes
o Corporate strategies will have a trade off
• Corporate sustainability: business approach that creates long-term consumer and
employee value by creating a gree strategy that considers the environmental impact
while being responsive to the market.
• Total footprint = manufacturing + transportation + product use + recycling + and
facilities
II. 2 case companies as motivations
A. Apple devices- 1 billion devices sold since created they first started
• World leader in operations, productions, and supply chain management credited to
Tim Cook, the previous Chief Operations Officer
• Every year, Apple has had to double its production capacity every year
B. VW cars- Largest automaker that carries out an aggressive growth strategy (100
production facilities across 27 countries)
• Volksage as’t gree eause it heated its eissios stadards tests
III. Business operations: process and supply chain view
• 3 main functions in business organization:
o Marketing: creating demand; generating sales of outputs
o Operations: supplies goods and services; translates materials and services
into outputs
o Finance: manages financial resources and capital for inputs
• Process view: transforms inputs into outputs (products or services)
o Exaple : MDoald’s siilar produts are distriuted aroud the orld
o Exaple : MTV’s Aards eet → paying for an experience; 80% of money
spent is on services
IV. Supply chain view: synchronization of a fir’s proesses ith those of suppliers ad ust.
• Core processes: makes you unique, what you want to produce that deliver value to
external customers.
o Supplier relationship processes: select suppliers of services and materials
o New service/product development: develop new products from cust. input
o Overfulfillment relationship process: produce and deliver products
o Customer relationship process: identifies, attracts, and builds relationships
• Support processes: essential to the management of business by providing vital
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