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Operations, Sustainability & Supply Chain Management - Strategies & Insights

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Explore integrated strategies for sustainable operations and supply chain management, covering efficiency, environmental responsibility, and resilient logistics.

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SMOperations_Management_Sustainabil ity_and_S J




upply_Chain_Management
Operations and Productivity J J




Background


OperationsJmanagementJhasJcreatedJindustryJgiants.JTheJRitz-
CarltonJHotelJCompany’sJmissionJisJtoJprovideJanJoutstandingJcustomerJexperienceJthroughJaJcompleteJf
ocusJonJqualityJmanagement.JUPSJoperatesJtrucksJthatJrunJforJ20JyearsJbecauseJtheirJdriversJcare.JDisney
JhasJmadeJaJscienceJofJaccurateJforecastsJandJqueuingJtheory.JDardenJRestaurantsJ(RedJLobster,JOliveJGard

en,JandJothers)JviewJoperationsJasJtheirJstrategyJforJsuccess.JFrito-
LayJdominatesJtheJsnackJmarketJbyJkeepingJfreshJsnacksJonJtheJshelvesJwithJaJproductionJprocessJthatJco
nvertsJrawJmaterialsJintoJaJbagJofJchipsJsittingJinJaJgroceryJstoreJinJasJlittleJasJaJdayJorJtwo.



TheJimportanceJofJoperationsJmanagementJcanJbeJhighlightedJearlyJinJtheJcourseJwithJhumorousJvideosJ
orJstoriesJaboutJ“operationsJgoneJwrong.”JMostJstudentsJcanJshareJ“disaster”JstoriesJaboutJpoorJexperie
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dJtoJaJfascinatingJdiscussionJofJtheJoperationsJrecoveryJprocess—
whatJtoJdoJandJwhatJnotJtoJdoJwhenJanJoperationalJfailureJgetsJmediaJattention.



ItJcanJbeJusefulJasJwellJtoJspendJsomeJclassJtimeJdiscussingJtheJjobJmarketJforJoperationsJmanagementJm
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tionsJthanJanyJotherJfunctionalJarea,JandJ(2)JChiefJOperatingJOfficerJsalariesJtendJtoJbeJapproximatelyJ10
%JhigherJthanJtheJsalariesJofJtheJotherJ“Chiefs”J(CFO,JCMO,JandJCIO).



ClassJDiscussionJIdeas

,1. ChooseJanJorganizationJtheJstudentsJwillJbeJfamiliarJwithJandJaskJthemJtoJidentifyJandJdescribeJtheJpr
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ngsJofJmostJorganizationsJtodayJwhereJproductJandJserviceJelementsJareJfoundJtoJsomeJdegreeJinJalm
ostJallJorganizations.



2. HaveJtheJstudentsJchooseJaJfewJdifferentJtasksJorJjobsJandJidentifyJpossibleJproductivityJmeasuresJforJt
hese.JTheyJshouldJdescribeJhowJtheyJwouldJgoJaboutJmakingJtheJnecessaryJmeasurements.JStudentJa
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tJandJfacultyJproductivity.



ActiveJClassroomJLearningJExercises


1. LabourJproductivityJisJsometimesJperceivedJtoJbeJdrivenJbyJemployeeJmotivation.JHaveJtheJstudentsJ
splitJupJintoJsmallJgroupsJtoJdiscussJeffectiveJwaysJtoJmotivateJhourlyJemployeesJvs.JsalariedJmanage
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,JandJvice-versa?JWhatJmethodsJmightJworkJwellJinJtheJshortJrunJbutJnotJinJtheJlongJrun,JandJvice-
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kJthemJwhatJcouldJhaveJbeenJdoneJtoJmotivateJthemJtoJdoJbetter!)



2. CompaniesJoftenJlocateJinJotherJcountriesJtoJtakeJadvantageJofJlowJwageJrates.JHowever,JtheJdiffere
nceJinJlabourJcostsJshouldJbeJadjustedJtoJaccountJforJproductivityJdifferencesJamongJtheJworkersJinJt
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versa.JTheJ formulaJ isJ RJ =J (WJ ÷J X)(UJ ÷J F),J whereJ WJ =J theJ foreignJ wageJ rateJ (inJ foreignJ currencyJ perJ h
our),JXJ=JtheJexchangeJrateJ(inJforeignJcurrencyJperJlocalJcurrency),JUJ=JhomeJcountryJproductivityJ(inJ
unitsJperJhour),JandJFJ=JforeignJcountryJproductivityJ(inJunitsJperJhour).



AJproblemJcouldJbeJdescribedJasJfollows.JSupposeJthatJworkersJinJBritainJearnJ₤10/hour.JTheJexchangeJr
ateJ withJ CanadaJ isJ $1.50J perJ ₤1.J CanadianJ workersJ canJ produceJ 40J unitsJ perJ hour,J whileJ British

, workersJ atJ aJ similarJ facilityJ canJ produceJ 50J unitsJ perJ hour.J IfJ theJ CanadianJ wageJ rateJ is
$14JperJhour,JshouldJtheJfirmJproduceJinJCanadaJorJinJBritain?



HaveJtheJstudentsJtryJtheJexerciseJinJclass.JTheyJwillJprobablyJanalyzeJthisJproblemJbyJcomputingJaJla
bourJcostJperJunitJinJeachJcountryJ(35JcentsJvs.J30Jcents).JThenJintroduceJtheJconceptJandJformulaJfor
JrelativeJwageJrateJ(RJ=J$12JinJBritain).JBothJapproachesJareJequallyJaccurate,JbutJusingJaJrelativeJwag

eJrateJhasJpoliticalJadvantages,Ji.e.,JitJseemsJeasierJtoJtalkJaboutJoneJwageJrateJvs.JanotherJ($14Jvs.J$
12)JasJopposedJtoJcomparingJcostsJperJunitJ(35JcentsJvs.J30Jcents).



CompanyJCasesJ(VideoJandJDescriptive)


VideoJ1.1

OperationsJManagementJatJHardJRockJ(8:26)

HardJRockJisJinterestingJbecauseJit’sJsoJmuchJmoreJthanJjustJaJrestaurant.JManagementJspeaksJaboutJi
tsJ“experienceJstrategy,”Jwhich,JinJadditionJtoJqualityJfood,JincludesJrock-and-
rollJmemorabilia,Jmusic,Jlighting,JjovialJstaff,JandJaJretailJstore.JTheJvideoJisJsprinkledJwithJscenesJofJha
ppyJemployeesJdancingJaroundJorJvolunteeringJinJtheJcommunity.JMostJofJtheJvideoJisJspentJcovering
JhowJHardJRockJCaféJapproachesJsomeJofJtheJ10JoperationsJmanagementJdecisions.JForJexample,J(1)J

schedulingJisJdrivenJbyJforecastsJthatJareJbasedJonJpriorJsales,Jseasonality,JrecentJtrends,JandJcurrentJl
ocalJevents;J(2)JcaféJlayoutJfocusesJonJmaximizingJtheJcustomerJexperienceJandJdrivingJcustomersJto
wardJrevenue-
JgeneratingJactivities;JandJ(3)JinventoryJmanagementJgoesJwellJbeyondJtheJinventoryJofJfoodJandJretailJ

items—HardJRockJhasJaJ$40JmillionJinventoryJofJrock-and-
rollJmemorabiliaJtoJmanage,JandJeachJrestaurantJgoesJthroughJaJcompleteJchangeoverJofJmemorabili
aJeveryJ5–7Jyears.


AsJanJentertainingJpieceJandJoneJthatJcoversJaJvarietyJofJOMJdecisions,JthisJisJcertainlyJaJgoodJvideoJtoJs
howJearlyJinJtheJcourseJwhenJdiscussingJChapterJ1.JManyJstudentsJwillJhaveJeatenJatJaJHardJRockJCaféJt
hemselves,JandJmostJshouldJenjoyJseeingJmemorabiliaJfromJrockJstarsJsuchJasJMadonnaJandJKISS.JThisJis
JalsoJaJgoodJwayJearlyJinJtheJcourseJtoJshowJthatJoperationsJmanagementJisJjustJasJimportantJinJservi

cesJasJitJisJinJmanufacturing.JPriorJtoJshowingJtheJvideo,JtheJinstructorJmightJaskJtheJstudentsJtoJthinkJ
aboutJtheJ10JOMJdecisionsJandJhowJHardJRockJapproachesJthem.JAfterwards,JaJdiscussionJmightJrevolv
eJaroundJaspectsJofJthoseJdecisionsJthatJareJuniqueJtoJserviceJbusinessesJinJgeneralJandJthenJtoJHardJR
ockJCaféJinJparticular.JTwoJclearJdifferencesJaboutJHardJRockJCaféJitselfJareJ(1)JbecauseJofJandJcontrib
utingJtoJsuchJsuccessfulJbranding,JtheJcafé’sJretailJsalesJ(shirts,Jetc.)JaccountJforJnearlyJtheJsameJamount
JofJrevenueJasJtheJmainJproductJ(theJfood);JandJ(2)JtheJmanagementJofJtheJmemorabiliaJaroundJtheJworl

dJrepresentsJaJuniqueJandJextremelyJimportantJmanagementJeffortJonJitsJown.

, VideoJ1.2

OperationsJManagementJatJFrito-LayJ(7:11)

Frito-Lay,J aJ subsidiaryJ ofJ PepsiCo,J hasJ overJ 40J productJ lines,J sevenJ ofJ whichJ haveJ salesJ exceeding
$1Jbillion.JInJthisJvideo,JtheJtextbookJauthorsJreviewJtheJ10JOMJstrategyJdecisionsJandJbrieflyJdescribeJ
howJFrito-
LayJaddressesJeachJone.JForJexample,JtheJcompanyJisJconstantlyJinnovatingJwithJnewJproducts.JForJq
ualityJassurance,JitJusesJmultipleJinspectionJpointsJbothJwithinJandJoutsideJtheJfactory,JandJitJutilizesJst
atisticalJprocessJcontrol.JTheJplantJappliesJaJproductJfocusJstrategy,JwhichJisJappropriateJforJaJhigh-
volume,Jlow-
varietyJproducer.JAsJrawJmaterialsJareJperishableJandJshelfJlifeJisJrelativelyJshort,JplantJlocationJdecisi
onsJareJdrivenJbyJproximityJtoJrawJmaterialsJorJmarkets.JTheJplantJhasJlowJemployeeJturnover,JdrivenJ
byJgoodJbenefits,JrespectJforJpeople,JandJaJstrongJconcernJforJsafetyJandJergonomics.JInventoryJlevels
JareJquiteJlow,JandJinventoryJisJturnedJoverJ200JtimesJperJyear.JPotatoesJareJdeliveredJ10JtimesJperJda

y.JSchedulesJareJdrivenJbyJdemandJforecastsJandJadjustedJforJlocalJevents,JsuchJasJtheJannualJDayton
aJ500JautoJrace.JAllJofJtheseJpractices,JalongJwithJexcellentJlayout,Jsupply-
chain,JandJmaintenanceJpolicies,JhaveJhelpedJtoJmakeJFrito-
LayJtheJworld’sJlargestJsnackJmanufacturer.



IfJtheJvideoJisJshownJbeforeJtheJ10JOMJdecisionJareJcovered,JtheJinstructorJcouldJfirstJaskJtheJstudent
sJtoJlistJtheJmajorJdecisionsJthatJtheyJthinkJthatJoperationsJmanagersJmake.JAfterwards,JtheJ10Jdecisio
nsJfromJtheJbookJcanJbeJcomparedJtoJtheJstudentJlists.JThenJtheJinstructorJcanJchooseJaJdifferentJco
mpany,JperhapsJaJserviceJorganization,JwithJwhichJstudentsJmightJbeJfamiliar.JTheJclassJcouldJtryJtoJid
entifyJwaysJinJwhichJthatJorganizationJaddressesJtheJ10JdecisionsJandJperhapsJcompareJthoseJtoJsom
eJofJFrito-Lay’sJtactics.




CinematicJTicklers

1. FawltyJTowers:J“WaldorfJSalad”J(JohnJCleeseJandJPrunellaJScales),JCBS/FOXJVIDEO,J1986J(1979)

ThisJcanJactuallyJbeJtheJfirstJthingJdoneJinJclassJallJsemester.JTheJveryJstartJofJtheJepisodeJcontainsJaJf
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affJmakeJnumerousJerrors.JAJclassJdiscussionJcanJdirectlyJfollow,JlistingJwhatJwentJwellJ(almostJnothi
ng)JandJwhatJdidn’tJ(manyJthings).JThisJclipJcanJstartJaJcourseJoffJwellJbecause:J(1)Jit’sJaJveryJeasyJwayJ t
oJ createJ anJ atmosphereJ ofJ studentJ participationJ rightJ awayJ inJ theJ course—identifyingJ poor

Libro relacionado
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Marc Helmold, Brian Terry Operations and Supply Management 4.0
Editorial: 2021 ISBN: 9783030686963 Edición: Desconocido

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Subido en
6 de febrero de 2026
Número de páginas
98
Escrito en
2025/2026
Tipo
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Contiene
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