Manajemen Operasi

Strategi Operasi dalam

Lingkungan Global
Chapter 2

Outline

PROFIL PERUSAHAAN GLOBAL:

BOEING
PENGEMBANGAN MISI DAN
STRATEGI
MiSi
Strategi
MENCAPAI KEUNGGULAN BERSAING
MELALUI STRATEGI OPERASI
BERSAING PADA PERBEDAAN
BERSAING DGN BIAYA
BERSAING PADA RESPON
SEPULUH KEPUTUSAN STRATEGI MO

Outline
Continued

Permasalah dalam strategi

Operasi
Research (Penelitian)
Preconditions (Prasyarat)
Dynamics (dinamis)

Pengembangan dan penerapan

Strategi
Mengidentifikasi faktor Penentu

Keberhasilan
Membanguan dan Mengisi Organisasi
Memadukan MO dengan aktivitas lain
Pandangan global dari permasalahan
budaya dan etika operasi

Outline - Continued

Pilihan Strategi Operasi Global

International Strategy (Strategi

Internasional)
Multidomestic Strategy(Strategi
Multidomestik)
Global Strategy (Strategi global)
Transnational Strategy( Strategi
Transnasional)

Learning Objectives (Sasaran

Belajar)

When you complete this chapter,

you should be able to (Selesai
kuliah ini, diharapkan mhs dapat):
Identify or Define (Mengidentifikasi
dan Mendefinisikan) :
Mission (Misi)
Strategy (strategi)
Ten Decisions of OM (Sepuluh Keputusan

MO)
Multinational Corporations (Perusahaan
Multinasional)

Sasaran Belajar - kontinu

Describe or Explain (Menggambarkan

dan menerangkan):
Specific approaches used by OM to
achieve strategies (Pendekatan
spesifik digunakan oleh MO utk
mencapai strategi)
Differentiation (Perbedaan)
Low Cost (Biaya rendah)
Response (respon)

Four Global Operations Strategies

(Empat strategi Operasi Global)

Why Global Issues are Important
(Kenapa Permasalahan Global
Penting)

Examples of Global
Strategies

Boeing both sales and production are

worldwide.
Benetton moves inventory to stores
around the world faster than its competitor
by building flexibility into design,
production, and distribution
Sony purchases components from
suppliers in Thailand, Malaysia, and around
the world
GM is building four similar plants in
Argentina, Poland, China, and Thailand

Boeing Suppliers (777)

Firm

Country

Parts

Alenia

Italy

Wing flaps

AeroSpace
Technologies
CASA
Fuji

Australia

Rudder

Spain
Japan

GEC Avionics
Korean Air
Menasco Aerospace

United Kingdom
Korea
Canada

Ailerons
Landing gear
doors, wing section
Flight computers
Flap supports
Landing gears

Short Brothers

Ireland

Landing gear doors

Singapore
Aerospace

Singapore

Landing gear doors

Pandangan Global Operasi

Mengurangi Biaya (upah pekerja, pajak,

tarif,dll)
Memperbaiki Rantai Pasok (supply chain)
Menyediakan barang dan jasa yang lebih
baik
Mendapatkan pasar baru
Belajar untuk memperbaiki operasi
Mendapatkan dan mempertahankan bakat
global

2-9

2004 by Prentice Hall, Inc., Upper Saddle River, N.J.

07458

PowerPoint presentation to
accompany Heizer/Render
Principles of Operations

The Role of
Maquiladoras (Zona perdagangan Bebas)
World Trade Organization (WTC)
North American Free Trade Agreement

(NAFTA)
European Union (EU)

Management Issues in
Global Operations
Global Strategic
Context
Differentiation
Cost leadership
Response

Supply Chain
Management

Location Decisions

Logistics
Management

Supply-Chain Management
Sourcing
Vertical integration
Make-or-buy decisions
Partnering

Location Decisions
Country-related issues
Product-related issues
Government policy/political risk
Organizational issues

Materials Management
Flow of materials
Transportation options and speed
Inventory levels
Packaging
Storage

Mission
Mission - where are you
going?

Organizations purpose for being

Provides boundaries & focus
Answers What do we provide
society?

1995 Corel Corp.

Mission of FedEx
FedEx is committed to our People-Service-Profit
philosophy. We will produce outstanding financial
returns by providing total reliable, competitively
superior, global air-ground transportation of high
priority goods and documents that require rapid,
time-certain delivery. Equally important, positive
control of each package will be maintained using
real time electronic tracking and tracing systems.
A complete record of each shipment and delivery
will be presented with our request for payment.
We will be helpful, courteous, and professional to
each other and the public. We will strive to have
a completely satisfied customer at the end of
each transaction.

Sample Mission - Merck

The mission of Merck is to provide society
with superior products and services innovations and solutions that improve the
quality of life and satisfy customer needs to provide employees with meaningful
work and advancement opportunities and
investors with a superior rate of return

Mission of the Hard Rock

Caf

To spread the spirit of Rock n Roll by

delivering an exceptional entertainment
and dining experience. We are committed
to being an important, contributing
member of our community and offering
the Hard Rock family a fun, healthy, and
nurturing work environment while
ensuring our long-term success.

Factors Affecting Mission

Philosophy &
Values
Profitability
& Growth

Environment
Mission
Customers

Public Image
Benefit to
Society

Mission/Strategy
Mission - where you are going
Strategy - how you are going to get there;

an action plan

Strategy
Action plan to achieve
mission
Shows how mission will be
achieved
Company has a business
strategy
Functional areas have
strategies

1995 Corel Corp.

Strategy Process
Company
Mission
Business
Strategy
Functional
Functional Area
Area
Strategies
Marketing
Decisions

Operations
Decisions

Fin./Acct.
Decisions

Strategies for Competitive

Advantage
Differentiation (Perbedaan)
Cost leadership (Kepemimpinan biaya

rendah)

Quick response (Respon yang cepat)

Competing on
Differentiation

Uniqueness can go beyond both the

physical characteristics and service
attributes to encompass everything that
impacts customers perception of value
(keunikan dpt melampaui ciri fisik dan
atribut mencakupi segala sesuatu
mempengaruhi nilai persepsi pelanggan)

Competing on Cost
Provide the maximum value as perceived by
customer ( Mencapai nilai maksimum
sebagaimana diinginkan pelanggan)
Does not imply low value or low quality
(Tidak berarti nilai dan kualitas barang
menjadi rendah)

Competing on Response
Flexibility (Kinerja yg Fleksibel)
Reliability (Penjadualan yg dapat

diandalkan)
Timeliness
Requires institutionalization within the firm
of the ability to respond

Competing, Regardless of the

Basis,
Requires the institutionalization within the
firm of the ability to change, and to adapt

OMs Contribution to
Strategy
Operations
Specific
Examples
Decisions

Strategy Used

Quality
Product

FLEXIBILITY

Sonys constant innovation of new products

HPs ability to follow the printer market

Process

Design
Volume

Southwest Airlines No-frills service

LOW COST

Location

DELIVERY

Pizza Huts five-minute guarantee at lunchtime

Federal Expresss absolutely, positively on time

Layout
Human Resource
Supply Chain

Speed
Dependability

Maintenance

Differentiation
(Better)

QUALITY

Motorolas automotive products ignition systems

Motorolas pagers

Conformance
Performance

Inventory
Scheduling

Competitive
Advantage

IBMs after-sale service on mainframe computers

Fidelity Securitys broad line of mutual funds

AFTER-SALE SERVICE

BROAD PRODUCT LINE

Cost
leadership
(Cheaper)

Response
(Faster)

10 Strategic OM Decisions
Goods & service design

Quality

Process & capacity design

Location selection
Layout design
Human resource and job design
Supply-chain management
Inventory
Scheduling
Maintenance

Goods & Services and the 10

OM Decisions
Operations
Decisions

Goods

Services

Goods &
services
decisions
Quality

Product is usually
tangible

Product is usually
intangible

Objective quality
standards

Subjective quality
standards

Process
and
capacity
design

Customer not involved

in most of process

Customer may be directly

involved in process.
Capacity must match
demand to avoid lost sales

Goods & Services and the 10

OM Decisions Continued
Operations
Decisions
Location
Selection
Layout
Design
Human
Resources
and Job
Design

Goods

Services

May need to be near raw

materials or labor force

Product is usually
intangible

Layout can enhance

production efficiency

Subjective quality
standards

Workforce focused on
technical skills.
Labor standards consistent.
Output-based wage system.

Customer may be directly

involved in process.
Capacity matches
demand to avoid lost
sales

Goods & Services and the 10

OM Decisions Continued
Operations
Decisions

Goods

Services

Supply-chain relationships
Supply chain Supply-chain
management relationships critical to important, not necessarily
final product

critical

Inventory

Raw materials, workin-process, and

finished goods

Most services cannot be

stored

Scheduling

Ability to convert
inventory may allow
leveling of production
rates

Primarily concerned with

meeting the customer's
immediate schedule

Goods & Services and the 10

OM Decisions Continued
Operations
Decisions

Goods

Maintenance Maintenance is often

Services

Maintenance is often
preventive and takes "repair" and takes place at
place at the production the customer's site
site

Process Design
High

Customization at high
Volume

Process-focused

Job Shops

Variety of Products

(Print shop, emergency

room , machine shop,
fine dining

Mass Customization
(Dell Computers PC)
Repetitive (modular)
focus

Assembly line
(Cars, appliances, TVs,
fast-food restaurants)

Moderate

Product-focused

Continuous
(steel, beer, paper,
bread, institutional
kitchen)
Low
Low

Moderate

Volume

High

Operations Strategies for

Two Drug Companies
Brand Name Drugs,
Inc.

Generic Drug Corp.

Heavy R & D;
Product
Extensive labs; focus
Selection
and Design on development in

Low R & D investment; focus on

development of generic drugs

Quality

Meets regulatory requirements on

a country-by-country basis as
necessary

broad range of \drug

categories
Quality is a major
priority;
Standards exceed
regulatory
requirements

Operations Strategies for

Two Drug Companies Brand Name Drugs,
Generic Drug Corp.
Continued
Inc.
Product & modular
production processes
Long product runs in
specialized facilities
Build capacity ahead of
demand
Still located in city in
Location
which it was founded
Scheduling Central production
planning

Process

Process focused
General production processes;
Job Shop approach, short run;
Focus on high utilization

Recently moved to low tax, low labor cost

environment
Many short run products complicate
scheduling

Operations Strategies for

Two Drug Companies Brand Name Drugs,
Generic Drug Corp.
Continued
Inc.
Human
Resources
Supply
Chain
Inventory

Hires the best; nationwide searches

Very experienced top executives

provide direction; other
personnel paid below average
Long term supplier
Tends to purchase competitively
relationship
to find bargains
Maintains high finished Process focus drives up WIP
goods inventory,
inventory.
primarily to ensure all
Finished goods inventory tends
demands are met
to be low

Operations Strategies for

Two Drug Companies Brand Name
Generic Drug Corp.
Continued
Drugs, Inc.
Maintenance Highly trained staff;
Extensive parts
inventory

Highly trained staff to meet

challenging demands

Characteristics of High ROI

Firms (Karakteristik perusahaan
dgn
tingkat
pengembalian
High quality product (Kualitas produk yg tinggi)
High capacity
modal
yg utilization
tinggi)
(Penggunaan kapasitas yg
tinggi)
High operating effectiveness (Efektivitas operasi yg
tinggi)
Low investment intensity (Intensitas investasi yg
rendah)
Low direct cost per unit (Biaya langsung per unit yg
rendah)

From the PIMS study of the Strategic

Planning Institute

Strategic Options Managers

Use to Gain Competitive
Advantage

28% - Operations Management

18% - Marketing/distribution

17% - Momentum/name recognition

16% - Quality/service
14% - Good management
4% - Financial resources
3% - Other

Strategic Options Managers

Use to Gain Competitive
Advantage
28% Operations Management
Low- cost product
Product-line breadth
Technical superiority
Product characteristics/differentiation
Continuing product innovation
Low-price/high-value offerings
Efficient, flexible operations adaptable to

consumers
Engineering research development
Location
Scheduling

Preconditions To Implement a Strategy

One must understand:

Strengths & weaknesses of competitors and

new entrants into the market

Current and prospective environmental,
legal, and economic issues
The notion of product life cycle
Resources available with the firm and within
the OM function
Integration of OM strategy with company
strategy and with other functions.

Impetus for Strategy Change

Changes in the organization
Stages in the product life cycle
Changes in the environment

Growth rate

Stages in the Product Life

Cycle
Introduction
Growth
Maturity
Decline

Strategy & Issues During Product

Life
Introduction
Company

Strategy
& Issues

OM

Strategy
& Issues

Best period to increase market share

R&D engineering are critical
Product design and development are critical
Frequent product and process design changes
Over-capacity
Short production runs
High skilled-labor content
High production costs
Limited number of models
Utmost attentions to quality
Quick elimination of market-revealed design defects

Strategy & Issues During Product

Life
Growth
Company
Strategy
& Issues
OM Strategy
& Issues

Practical to change prices or quality image

Marketing is critical
Strengthen niche
Forecasting is critical
Product and process reliability
Competitive product improvements and options
Shift toward product oriented
Enhance distribution

Strategy & Issues During Product

Maturity
Life
Company
Strategy
& Issues

Poor time to increase market share

Competitive costs become critical
Poor time to change price, image, or quality
Defend position via fresh promotional and distribution
approaches

OM Strategy
& Issues

Standardization
Less rapid product changes and more minor annual model
changes
Optimum capacity
Increasing stability of manufacturing process
Lower labor skills
Long production runs
Attention to product improvement and cost cutting
Re-examination of necessity of design compromises

Strategy & Issues During Product

Life
Decline
Company
Strategy
& Issues
OM Strategy
& Issues

Cost control critical to market share

Little product differentiation

Cost minimization
Overcapacity in the industry
Prune line to eliminate items not returning
Good margin
Reduce capacity

Strategy and Issues During a

Products Life

Strategy Development and

Implementation
Identify critical success factors

Build and staff the organization

SWOT Analysis Process

Environmental Analysis

Determine Corporate Mission

Form a Strategy

SWOT Analysis to Strategy

Formulation
Mission
Internal
Strengths

External
Opportunities
Strategy

Internal
Weaknesses

Competitive
Advantage

External
Threats

Identifying
Critical Success Factors
Marketing

Finance/Accounting

Service
Distribution
Promotion
Channels of distribution
Product positioning
(image, functions)

Leverage
Cost of capital
Working capital
Receivables
Payables
Financial control
Lines of credit

Production/Operations

Decisions

Sample Option

Chapter

Product
Quality
Process
Location
Layout
Human resource
Supply chain
Inventory
Schedule
Maintenance

Customized, or standardized
5
Define customer expectations and how to achieve them
6, S6
Facility size, technology, capacity
7, S7
Near supplier or customer
8
Work cells or assembly line
9
Specialized or enriched jobs
10, S10
Single or multiple source suppliers
11, S11
When to reorder, how much to keep on hand
12, 14,16
Stable or fluctuating productions rate
13, 15
Repair as required or preventive maintenance
17

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage Courteous, but limited
passenger service
Lean, productive
employees

High aircraft
utilization

Competitive Advantage:
Low Cost

Standardized fleet of
Boeing 737 aircraft

Short haul, point-to-point

routes, often to secondary
airports

Frequent, reliable
schedules

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage
Courteous, but limited
passenger service

No seat assignments
No baggage transfers
Automated ticketing machines
No meals

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage
Lower gate costs at
secondary airports
High number of flights,
reduces employee idle
time between flights

Short haul, point-to-point

routes, often to secondary
airports

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage
High number of flights reduces
employee idle time between
flights
Saturate a city with flights
lowering administrative costs
per passenger for that city

Frequent, reliable
schedules

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage
Pilot training on only one type of
aircraft
Reduced maintenance inventory
required because of only one type
of aircraft
Excellent supplier relations with
Boeing has aided financing
Standardized fleet of
Boeing 737 aircraft

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage

High aircraft
utilization

Flexible employees and

standard planes aids scheduling
Flexible union contracts
Maintenance personnel trained
on only one type of aircraft
20 minute gate turnarounds

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage

Lean, productive
employees

High level of stock ownership

Hire for attitude, then train
High employee compensation
Empowered employees
Automated ticket machines

Activity Mapping: Southwest

Airlines Low Cost Competitive
Advantage Courteous, but limited
passenger service
Lean, productive
employees

High aircraft
utilization

Competitive Advantage:
Low Cost

Standardized fleet of
Boeing 737 aircraft

Short haul, point-to-point

routes, often to secondary
airports

Frequent, reliable
schedules

Southwest Airlines Low Cost

Competitive Advantage

Vanguards Activity System

A broad array of mutual
funds excluding some fund
categories
Very low
expenses
passed on to
client
Strict cost
control
Direct
distributions

Efficient investment
management approach
offering good consistent
performance

Straightforward client
communication and
education

How It Works
If competitive
advantage, leads to
achieving

Company
Mission

Distinctive
competencies affect

Business
Strategy
Functional Area
Strategies
Marketing
Decisions

Operations
Decisions

Fin./Acct.
Decisions

Four International
Operations Strategies

Multidomestic Strategy
Operating decisions are decentralized to
each country to enhance local
responsiveness

Global Strategy
Operating decisions are centralized and
headquarters coordinates the
standardization and learning between
facilities

Transnational Strategies
Combines the benefits of global-scale
efficiencies with the benefits of local
responsiveness

International Strategy
Global markets are penetrated using
exports and licenses