OPERATIONS MANAGEMENT 5
Thecontemporary business environment requires firms to adopt strategicapproaches in the business processes. Every firm adopts a distinctorganizational context that is primarily driven by the target market,expansion strategies and business environment among others. Mintzbergcame up with emergent and intended approaches that help firms ingenerating business plans. In operations management, the managersneed appropriate structures that will both enhance fast delivery aswell as boost the quality performance. Various levels in theoperations’ chain are integrative and supportive of the businessfunctions. Purchasing functions are among the requests made by theother departments within an organization. The department providescritical information such as prices and availability of inventories.Information sharing between various departments is essential toenhance the realization of the objectives. Operations management isnot only about managing the daily activities within an organizationbut also involves quality performance. Utilizing sound approaches inthe operations management ensures that an organization realizespositive outcomes.
Organizationalprocesses involve the acquirement and consumption of resources. It isconsidered that an organization is a system that has subsystems. Eachsubsystem within the operational plan has inputs and outputs thatinfluence the performance of the company. These activities determinethe costs of products and/or services as well as influence the marginof profits. The activities involved can either be primary orsecondary support services that help in translating inputs intooutputs. The crucial activities in the operations department includeinbound logistics, transportation, outbound logistics, and marketing.The support services include procurement, human resources, andinfrastructure. Factors such as time, quality and hygiene arecritical in the process of a supply chain to enhance the quality ofperformance (Stevenson, 2015).
Appropriatestrategies help in minimizing the adverse effects that are likely toemerge due to the supply chain challenges. Often, a supply chain issubtle to challenges since a high number of stakeholders areinvolved. The large number of activities in the process will requirethe business executives to utilize appropriate and well-thoughtstrategies. It is necessary to understand the operational processes.Organizational objectives and operations approaches should beharmonized to reflect the realities in the business environment. Thisensures that both the internal and external components are alignedtogether towards the realization of positive business outcomes. Goodoperational plan generates an effective flow of goods from productionall the way up to the marketplace (Stevenson, 2015).
Concertedefforts should help in streamlining joint plans for efficientoperations within a company. An elaborate structure results inpositive outcomes in areas such as firm-supplier relationships,trust, loyalty, cooperation, and coordination. The delivery processdemands a correspondent supply process on the other side of thechain. Elaborate and inter-organizational relationships in supplychain develop a business environment where the companies can assistrather than compete to achieve shared objectives. Exploiting theexceptional business practices makes it possible for the creation ofadequate protection against system-level operators. Additionally, itis necessary to empower the employees on the various aspects of thesupply chain to improve their capacity. This will facilitate the firmtowards the realization of quality services (Mahadevan, 2010). In thecurrent business environment, one cannot underestimate thecontribution of the operations department towards positive outcomes.Quality, efficiency, and reliability are important influences thatchange the consumer behavior and the general performance of anorganization.
Mahadevan,B. (2010). Operationsmanagement : theory and practice.Upper Saddle River, NJ: Pearson.
Stevenson,W. J. (2015). Operationsmanagement (12th ed.).New York, NY: McGraw-Hill