Strategic Operations Management

Module overview

In the past, where organisations tended to be more hierarchical than today, the words, "strategy" and "operations" were almost mutually exclusive. In today's highly competitive environment, though, strategic operations capabilities must be in place in order for organisations to provide goods and services that meet and exceed customer requirements. Key issues such as cost, speed, quality, flexibility and constant innovation are all part of strategic operations.

Aims and Objectives

Learning Outcomes

Knowledge and Understanding

Having successfully completed this module, you will be able to demonstrate knowledge and understanding of:

the importance of operational paradigms and how they are integrated together in managing operations including TQM BPR and Lean and Agile operations.
the role of operations management both at a strategic level and for the effective production of goods and services;
how operations contributes to wider aspects of firms’ capabilities and Competencies;
the various tools of operations management;
the behavioural aspects of managing operations;

Subject Specific Intellectual and Research Skills

Having successfully completed this module you will be able to:

critically evaluate a variety of theories and concepts relating to supply chain management;
develop insights into the competencies required to become an effective manager in TQM or operations.

Transferable and Generic Skills

Having successfully completed this module you will be able to:

problem solve;
effectively communicate complex information through the written word.

Learning and Teaching

Teaching and learning methods

The programme employs a range of teaching and learning methods tailored to online delivery and the needs of working professionals. One of the primary methods used is asynchronous learning, where students can access materials on their own schedule. This includes multimedia resources - but not just video lectures, but also podcasts, animations, and interactive simulations; and reading materials like PDFs or e-books. These resources allow learners to engage with content at their own pace. In addition, discussion forums provide a space for students to ask questions and participate in debates with their peers without the need for everyone to be online at the same time. The asynchronous learning is complemented by synchronous components, such as webinars. These sessions, give students the opportunity to interact with instructors in real-time, asking questions or participating in discussions. All of these methods are designed to accommodate different learning approaches and ensure that students can apply theoretical knowledge to practical scenarios relevant to their professional contexts. With a strong emphasis on self-paced learning, supported by ongoing instructor guidance.

Study time
Type	Hours
Online Course	26
Guided independent study	34
Independent Study	90
Total study time	150

Resources & Reading list

Journal Articles

Pisano, G. and Willy, C. Shih (2009). Restoring American Competitiveness. Harvard Business Review. , 114-25.

Matthias, O., & Brown, S. (2016). Implementing operations strategy through Lean processes within health care: The example of NHS in the UK. International Journal of Operations & Production Management..

Brown, S. and Blackmon, K. (2005). Aligning Manufacturing Strategy and Business- Level Competitive Strategy in New Competitive Environments: The Case for Strategic Resonance.

Davenport, Thomas H (2013). Analytics 3.0. Harvard Business Review..

Baines, T., Bigdeli, A., F. Bustinza, O., Shi, V. G., Baldwin, J., & Ridgeway, K. (2017). Servitization: revisiting the state-of-the-art and research priorities. International Journal of Operations and Production Management..

Berman, B (2002). Should Your Firm Adopt A Mass Customization Strategy?. Business Horizons. , 51-60.

Adner, Ron (2016). Many Companies Still Don't Know How to Compete in the Digital Age. Harvard Business Review. , p2-6.

Textbooks

Slack et al . Operations Management. Prentice Hall.

Brown, Bessant and Jia (2018). Strategic Operations Management. Routledge.

Assessment

Formative

This is how we’ll give you feedback as you are learning. It is not a formal test or exam.

In-class activities

Assessment Type: Formative
Feedback: There will be many opportunities to gain feedback from the tutor and/or peers about your level of understanding and knowledge prior to any formal summative assessment. In particular, discussion in synchronous sessions will provide an opportunity for feedback from peers and tutors.
Final Assessment: No
Group Work: No

Summative

This is how we’ll formally assess what you have learned in this module.

Breakdown
Method	Percentage contribution
Coursework	100%

Referral

This is how we’ll assess you if you don’t meet the criteria to pass this module.

Breakdown
Method	Percentage contribution
Coursework	100%

Repeat

An internal repeat is where you take all of your modules again, including any you passed. An external repeat is where you only re-take the modules you failed.

Breakdown
Method	Percentage contribution
Coursework	100%

Repeat Information

Repeat type: Internal & External