Summary of Strategic Decision Categories | Massachusetts Institute of Technology - Edubirdie

University:
Massachusetts Institute of Technology
Course:
15.992 | S-Lab: Laboratory for Sustainable Business
Academic year:

2023
Views:

76

Pages:

9
Author:

kalanchoed9

Summary – Operations decision categories • The framework of decisions supporting the operations strategy • In some cases, being the basis of strategy (i.e. capabilities) • Principles for each of the decisions Technology • The particular importance of both match (e.g mold technology) and capabilities • Evolution and cycle • Degree of standardization and automation • Technology transfer • Environmentally friendly processes • Effects on skills, organization, etc. • How process improvements are made • Risks and opportunities with change Facilities • Focus (product, process, market, volume, life cycle, etc.) • Multiple-plant strategies • Scale and cost • Logistics and the supply chain • Evaluation • Global design and flow issues • Understanding factor cost differences and flexibility Capacity management • Size and timing of increments • Short, medium and long-term increments • Impact of competition Vertical integration and supplier management • Four types of factors – – – – Strategic Market Economic Product and technology • Determining the number of suppliers • Relationships – types and how to manage • Limits of outsourcing Supply chain and materials • Strategic impact of JIT and lean operations • Planning and the supply chain as the basis of strategy • Range of supply chain decisions (inventory, transportation, structure, etc.) • Range of availability factors • Performance gap observed • Design options (customer direct, echelon skipping, speed to market, etc.) Information technology • • • • • IT decisions ERP and related functions Inventory and supply chain applications Using the vertical integration framework The role of the technology company Workforce, organization and incentives • Certain types fit certain strategies • Serious errors are possible in organization, • Team autonomy and task relationships • Problem-solving capabilities • Organization and centralization Business processes • Basic processes – Product generation and development – Order processing and fulfillment – Service and support • Cross-cutting processes – Quality management – Flexibility • These are generally sources of capabilities than “positioning” decisions

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