Chapter 1

Operations and Supply Chain Management (OSCM) is the design, operation, and improvement of the systems that create and deliver the firm’s primary products and services. OCSM is concerned with the management of the entire system that produces a product or delivers a service. For every product/service a supply network as shown in exhibit 1.1 can be made.

Success in today’s global markets requires a business strategy that matches the preferences of customers with customers, networks, shareholders, employees and the environment (see also exhibit 1.2). Operations refers to manufacturing and service processes that are used to transform the resources employed by a firm into products desired by customers. A Supply Chain encompasses all activities associated with the flow and transformation of goods and services from the raw materials stage through to the end-user, as well as the associated information flows.

A process is made up of one or more activities that transform inputs into outputs. Operations and supply chain processes can be categorized as follows:

• Planning: processes needed to operate an existing supply chain strategically;

• Sourcing: selection of suppliers that will deliver the goods and services needed to create the firm’s product;

• Making: where the product is produced or the service is provided;

• Delivering: also logistics processes. Delivering products to warehouses and customers, contact with customers and information systems need to be managed;

• Returning: involves the processes for receiving worn-out, defective, and excess products back from customers and support for customers who have problems with the delivered product.

The are five essential differences between goods and services:

• Intangible process: a service cannot be weighed or measured. This means that services innovations cannot be patented and customers cannot try the service beforehand.

• Requires the degree of interaction with the customer to be a service;

• Heterogeneous: services vary day to day between the customer and the servers, whereas variation in producing goods can be almost zero;

• Perishable and time dependent: services can’t be stored;

• Specification of a services can be defined as a package of features that affect the five senses, existing of supporting facility like location and layout, facilitating goods like variety, consistency and quantity, explicit services like training of the personnel and availability to the service, and implicit service like attitude of the personnel, waiting time and privacy.

The Goods-Services Continuum is provided in exhibit 1.4. Learn this! Product-service bundling refers to when a firm builds service activities into its.....read more

Hoofdstuk 1: Wat houdt operations en supply chain management in?

• Operations and supply chain management (OSCM) is het ontwerp, de bewerking en verbetering van de systemen die de primaire producten en services van een organisatie leveren en creëren.

• Operations refereert naar productie- en serviceprocessen die gebruikt worden om de grondstoffen te transformeren naar de producten waar klanten naar vragen. Supply chain refereert naar de processen die informatie en materialen naar en van de productie- en serviceprocessen bewegen.

• Een proces is 1 of meer activiteiten die inputs naar outputs transformeren. Processen van operations en supply chains kunnen gecategoriseerd worden in de volgende stappen: (1) plannen, (2) sourcing, (3) produceren, (4) leveren en (5) terugkerende producten verwerken.

• Er zijn vijf essentiële verschillen tussen services en goederen: (1) tastbaarheid, (2) interactie met de klant, (3) heterogeniteit, (4) bederfelijkheid en tijd afhankelijkheid en (5) verpakking van de functies.

• Zie voor het producten-diensten continuüm exhibit 1.4

• Product-dienst bundeling: het inbouwen van diensten in de aanbieding van producten om meer waarde voor de klant te creëren.

• Efficiëntie is het doen of produceren van iets met zo laag mogelijke kosten. Effectiviteit is het juiste doen of produceren van dingen die de meeste waarde voor de klant creëren. Waarde: de aantrekkelijkheid van een product gerelateerd aan de kosten van dat product.

• De receivables turnover ratio meet de efficiëntie van een bedrijf in verkopen:

  Receivable turnover = jaarlijkse credit sales / gemiddelde account receivable

• De inventory turnover geeft aan hoe efficiënt het bedrijf de voorraad omzet in verkopen:

  Inventory turnover = kosten van verkochte goederen / gemiddelde voorraadwaarde

• De asset turnover ratio meet hoe efficiënt het bedrijf de activa gebruikt om verkopen te realiseren.

  Asset turnover = winst (of verkopen) / totale waarde van activa

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