第二章生产运营战略与竞争力(1)ppt课件

1、第二章 消费与运作战略第一节 消费运作战略的根本概念第二节 消费运作战略制定第三节 消费运作战略的竞争优势选择第一节 消费运作战略的根本概念An effective operations management effort must have a mission so it knows where it is going and a strategy so it knows how to get there一、企业的使命与战略1. Mission Organizations mission states the rationale for the organizations existence

2、 and its objective to be achieved. Once an organizations overall mission has been decided, each functional area within the firm determines its supporting mission. 2.Strategy Strategy is an organizations action plan to achieve the mission. Each functional area has a strategy for achieving its mission

3、 and for helping the organization reach the overall mission. Please refer to the example in textbook P18 & p20 战略的层次关系企业战略：一是选择企业运营范围和领域，二是在各事业部之间进展资源分配事业部战略：是在选定的事业范围内，如何去竞争，因此也称竞争战略运作战略：消费、财务、营销 战术处理“如何做，运作处理详细的“做的问题战略选择企业战略：单一事业、垂直一体化、程度一体化、多元化运营战略：本钱领先抢饼吃、差别化做饼吃、集中一点职能战略：质量效率呼应速度竞争优势本钱、差别创新二、消费运

4、作战略消费运作战略消费运作战略与企业运营战略1. 消费运作战略消费运作战略在企业运营战略的总体框架下，决议如何经过运作活动来到达企业的整体运营目的。它经过对企业各种资源要素和内外部环境的分析，对和消费与运作管理以及消费运作系统有关的根本问题进展分析和判别，确定总的指点思想以及一系列决策原那么。2.消费运作战略与企业运营战略公司级运营战略事业部级战略职能级战略参见p20区别第二节 消费运作战略制定消费运作战略的内容消费运作战略制定的影响要素消费运作战略与产品的寿命周期一、消费运作战略的内容 1、消费运作总体战略 自制或购买 低本钱和大批量 多种类和小批量 高质量 混合战略2、产品/效力、消费系统

5、的设计选择The 10 decisions of OM that support missions and implement strategies:Goods and service designProcess and capacity designQualityLocation selectionLayout designHuman resource and job designSupply-chain managementInventorySchedulingMaintenanceComponents of the P/OM MissionP/OM Mission and Strateg

6、yLocationProcurementHuman Resources & Job DesignInventoryReliability and MaintenanceProcess DesignLayoutSchedulingQuality ManagementProduct Design二、消费运作战略制定的影响要素企业外部要素国内外宏观经济环境和经济产业政策市场需求及其变化消费系统技术提高新产品、新方法、新工艺供应市场质量、时间企业内部要素企业整体运营目的与各部门职能战略企业才干三、消费运作战略与产品寿命周期 1. 产品的寿命周期IntroductionGrowthMaturityDec

7、lineStereo TVSmartPhonesHome ComputerColor TVBlack & White TVSales0Time2. 不同寿命阶段的消费运作战略IntroductionGrowthMaturityDeclineProduct design and development criticalFrequent product and process design changesShort production runsHigh production costsLimited modelsAttention to qualityForecasting criticalPr

8、oduct & process reliability Improvements and options of competitive advantagesIncrease capacityEnhance distributionStandardizationLess rapid product changesOptimum capacityIncreasing stability of processLong production runsProduct improvement and cost cuttingLittle product differentiationCost minimi

9、zationOvercapacity in the industryPrune line to eliminate items not returning good marginReduce capacityStrategy and Issues During A Products Life CycleBest period to increase market shareR&D engineering are criticalProduct design and development are criticalFrequent product and process design chang

10、esOver-capacityShort production runsHigh skilled-labor contentHigh production costsLimited number of modelsUtmost attentions to qualityQuick elimination of market-revealed design defectsCompany Strategy& IssuesP/OM Strategy & IssuesIntroductionStrategy and Issues During A Products Life CyclePractica

11、l to change prices or quality imageMarketing is criticalStrengthen nicheForecasting is criticalProduct and process reliabilityCompetitive product improvements and optionsShift toward product orientedEnhance distributionCompany Strategy & IssuesP/OM Strategy & IssuesGrowthStrategy and Issues During A

12、 Products Life CyclePoor time to increase market shareCompetitive costs become criticalPoor time to change price, image, or qualityDefend position via fresh promotional and distribution approachesStandardizationLess rapid product changes and more minor annual model changesOptimum capacityIncreasing

13、stability of manufacturing processLower labor skillsLong production runsAttention to product improvement and cost cuttingRe-examination of necessity of design compromisesCompany Strategy & IssuesP/OM Strategy & IssuesMaturityStrategy and Issues During A Products Life CycleCost control critical to ma

14、rket shareLittle product differentiationCost minimizationOvercapacity in the industryPrune line to eliminate items not returningGood marginReduce capacityCompany Strategy & IssuesP/OM Strategy & IssuesDecline第三节 消费运作战略的竞争优势选择从消费运作管理的角度而言，在选定了运营产品与效力范围之后，另一个重要的方面就是如何高效率地消费这些产品与效力，并将它们高效益地提供应顾客，以坚持企业的

15、竞争优势。所谓竞争优势是指一个企业在其消费或效力系统中所必需拥有、相对于竞争对手具有优越性、并以此支持它博得市场需求的要素或才干。一、消费运作战略的竞争要素1.本钱-低本钱2.质量-高性能、高规范设计，稳定可靠3.交货速度时间-供货速度，准时供货，新产品开发速度4.柔性灵敏性-对顾客特除要求的顺应才干，对需求量变化的应变才干不同时期的中心竞争要素工业化初期，消费程度低，“有没有，产品廉价、可用随着消费程度的提高，“好不好，质量当质量和价钱到达一定程度，种类，柔性时间信誉，问题的处理，由产品或效力向产品和效力转变二、竞争要素的选择 Identify Critical Success FactorsCritical success factors are those relatively few activities that make a difference between having and not having a competitive advantage. Competing on Differentiation/cost/response三、制造业企业的消费运作战略制造业企业消费运作战略的主要目的在于根据市场条件和所消费产品的类别识别和确定