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Outline
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
Strategi
Mengidentifikasi faktor Penentu
Keberhasilan
Membanguan dan Mengisi Organisasi
Memadukan MO dengan aktivitas lain
Pandangan global dari permasalahan
budaya dan etika operasi
Outline - Continued
Internasional)
Multidomestic Strategy(Strategi
Multidomestik)
Global Strategy (Strategi global)
Transnational Strategy( Strategi
Transnasional)
MO)
Multinational Corporations (Perusahaan
Multinasional)
Examples of Global
Strategies
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
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
Singapore
Aerospace
Singapore
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
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?
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.
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
Strategy Process
Company
Mission
Business
Strategy
Functional
Functional Area
Area
Strategies
Marketing
Decisions
Operations
Decisions
Fin./Acct.
Decisions
rendah)
Competing on
Differentiation
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
OMs Contribution to
Strategy
Operations
Specific
Examples
Decisions
Strategy Used
Quality
Product
FLEXIBILITY
Process
Design
Volume
LOW COST
Location
DELIVERY
Layout
Human Resource
Supply Chain
Speed
Dependability
Maintenance
Differentiation
(Better)
QUALITY
Conformance
Performance
Inventory
Scheduling
Competitive
Advantage
AFTER-SALE SERVICE
Cost
leadership
(Cheaper)
Response
(Faster)
10 Strategic OM Decisions
Goods & service design
Quality
Goods
Services
Goods &
services
decisions
Quality
Product is usually
tangible
Product is usually
intangible
Objective quality
standards
Subjective quality
standards
Process
and
capacity
design
Goods
Services
Product is usually
intangible
Subjective quality
standards
Workforce focused on
technical skills.
Labor standards consistent.
Output-based wage system.
Goods
Services
Supply-chain relationships
Supply chain Supply-chain
management relationships critical to important, not necessarily
final product
critical
Inventory
Scheduling
Ability to convert
inventory may allow
leveling of production
rates
Goods
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
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
Heavy R & D;
Product
Extensive labs; focus
Selection
and Design on development in
Quality
Process
Process focused
General production processes;
Job Shop approach, short run;
Focus on high utilization
consumers
Engineering research development
Location
Scheduling
Growth rate
Strategy
& Issues
OM
Strategy
& Issues
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
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
High aircraft
utilization
Competitive Advantage:
Low Cost
Standardized fleet of
Boeing 737 aircraft
Frequent, reliable
schedules
No seat assignments
No baggage transfers
Automated ticketing machines
No meals
Frequent, reliable
schedules
High aircraft
utilization
Lean, productive
employees
High aircraft
utilization
Competitive Advantage:
Low Cost
Standardized fleet of
Boeing 737 aircraft
Frequent, reliable
schedules
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