StevensC_OSM311_Week 2 Part 2

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Feb 20, 2024

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Christopher Stevens OSM 311 Week 2 Part 2 1. Define strategies (slide 15-16, power point week 2) and tactics (slide 12, 14/Connect week 2, power point) in an organization and discuss an example (page 45-46, required book). Discuss the strategies used to make the Postal Services more competitive 9page 71-72, required book). Which one is more productive from, USPS, UPS, or FedEx in your opinion and why? Strategies in an organization are a plan for achieving organizational goals. There are Organizational strategies that relate to the entire organization and that support the achievement of organizational goals and mission. Functional strategies relate to each of the functional areas and support achievement of the organizational strategy. Tactics are the methods and actions taken to accomplish the overall strategies. It’s the literal “how to” part of the process. In real terms, strategies are an overall idea and the tactics are how you accomplish the idea. Overall, I believe UPS is the most productive in terms of blend of competencies and how it overall delivers. UPS is affordable, fast, has great technology including superior tracking and delivery technology. While letters are still best handled by USPS, technology has rendered letter based mail of increasingly less importance. With Amazon utilizing UPS in cities to keep deliveries on time, and the rise of home based businesses during the global pandemic, UPS is the largest shipper in the world. 2. Analyze and discuss the “Amazon tops in customer service” article, page 45, required book. What is the difference between the mission and the goals in a business (slide 8-12, power point week 2) and slide 9, Connect power point? What is Amazon mission? The difference between a mission and goal is that goals support the overall mission. For example, a public traded company would have a mission of providing financial returns to their shareholders. A goal supporting that would be a net increasing in operating margin year over year. Amazon’s mission statement is “We strive to offer our customers the lowest possible prices, the best available selection, and the utmost convenience.” Goals supporting that would be outstanding customer service supported by key performance indicators. 3. What did Dell Corporation do that was so different from the competition versus inventory management (see required book Dell case, page 50). What is Dell’s mission Dell sold directly to consumers which was a departure for the time. His insight into what consumers wanted allowed him to react agilely when new technologies. Dell also sourced all their components versus manufacturing components and assembling them into computers to sell to dealers. He kept little to no inventory, so his overhead and risk were low since the risk was spread along the supply chain. In turn he could communicate those insights back to his suppliers allowing them to meet demand as it rose. The Dell Mission Statement "Dell's mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. In doing so, Dell will meet customer expectations of: Highest quality Leading technology Competitive pricing

Christopher Stevens OSM 311 Week 2 Part 2 Individual and company accountability Best-in-class service and support Flexible customization capability Superior corporate citizenship Financial stability 4. Explain the strategic operations management decisions (slide 24/Connect power point week 2), decision area and what the decision affect using table 2.4, chapter 2, required book. Please rank the first three as importance in a specific company/business. For a software company I have ranked the first 3 in the following order. I moved Capacity to 3 rd as capacity can be scaled more easily in software than in physical manufacturing. 1. Product And Service Design 2. Process Selection and Layout 3. Capacity 5. The Balanced Scorecard is used for the implementation of strategy (slide 29/Connect power point week 2). Discuss the “Balanced Scorecard (BSC) system using figure 2.2, chapter 2 (page 54). The Balanced scorecard is a way for organizations to handle the different forces that can pull a business in one direction or another. It takes the purely financial performance-based view of an organization and balances it with nonfinancial factors like customer satisfaction and innovation. The performance of the organization is monitored on this scorecard and managers develop objectives, metrics and targets for each objective along with initiatives to achieve them. 6. Present one examples of “balanced scorecard factors”, page 56, required book. One balanced scorecard factor is automation potential. I run a software company and one of the critical decision points we have made in the past year is to began structurally eliminating manual work within the software with automation. We call this initiative “Product based Solutions”. An example of this would be a report that took an account manager an hour weekly to compile from different data points, being compiled in an automated and running report, doing the calculations and delivering the insight needed. 7. Why productivity matters? List the formulas for productivity calculation (slide 36, power point week2/Competitiveness, productivity). Discuss one example of productivity measures & computing, page 57-58, 63, required book. Productivity = Output/Input Partial measures = Output/Single Input; Output/Labor; Output/Capital Multifactor Measures = Output/Multiple Inputs; Output/Labor+Machine; Output/Labor+Capital+Energy Total measure = Goods or services produced/All inputs used to produce them Output: 7,040 units Input Labor: $1,000 Materials: $520

Christopher Stevens OSM 311 Week 2 Part 2 Overhead: $2,000 7040/$1000+$520+$2000 = 2 units per dollar Input 8. The Balanced Scorecard is an attractive tool to use in the formation of strategy. Is this statement: True or False? False Productivity is expressed as: D. output divided by input 10. In an assembly operation at a furniture factory, six employees assembled an average of 450 standard dining chairs per 5-day week. What is the labor productivity of this operation (study text book and power point week 2)? C. 15 chairs/worker/day

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