Introduction
There is a paradox in trying to study the process of operations outline formulation. On one hand it is probably the most practical number of direct concern to every companys operations strategy. After all, if a company is to have an operations strategy (formal or informal), it must have put it together (formally or informally) in some way or former(a)wise. On the other hand, every company is incompatible. Each is faced with a different set of market issues and a different set of mental imagery capabilities and the process is managed by managers with a different set of experiences. So, in spite of it being a very practical subject, it is onerous to be prescriptive on how an operations strategy should be put together. Of course, this does non stop many people attempting to consecrate various systems of operations strategy formulation. Indeed a couple of these approaches atomic number 18 described in Chapter 13.
There is nothing wrong with these prescriptions unless managers imagine that they can simply turn the handle of the method and a strategy will drop out the other end of the process. It doesnt work like that. Operations strategies are nebulous and dynamic entities, subject to constant debate, power governance and change. There is no right answer. Sorry, but there it is. However, this does not mean that all is lost. The approach taken in these last-place three chapters of the book is that there is plenty to consider, plenty to canvas and plenty to try and do in order to sop up the operations function a real strategic summation for the business.If you want to get a full essay, order it on our website: Orderessay
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