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ISBN: 9780273740445

Operations Strategy

Date de parution: 21 décembre 2010
Auteur: Prof Nigel Slack , Mike Lewis
Editeur: FINANCIAL TIMES/ PRENTICE HALL




Présentation de l'éditeur




Operations Strategy is focused on the interaction between operational resources and external requirements. Companies such as Apple, Google and Tesco have transformed their prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset. These and other examples in this book illustrate the broad and long-term issues of Operations Strategy that complement the more operational, immediate, tangible and specific issues that define Operations Management. Building on concepts from strategic management, operations management, marketing and HRM, this text offers a clear, well-structured and interesting insight into the more advanced topic of Operations Strategy in a variety of business organisations.



 



Quatrième de couverture




Operations Strategy



Third Edition



Nigel Slack and Michael Lewis



Ideal for Advanced Undergraduate and Postgraduate students, this book builds on concepts from Strategic Management, Operations Management, Marketing and HRM to give students a comprehensive understanding of Operations Strategy.



Features




  • Comprehensive and accessible with authoritative authorship and an excellent blend of theory and practice


     




  • A European context


     




  • Engaging case studies


     




  • Teaching resources including an Instructor’s Manual with extensive case notes and PowerPoint slides atwww.pearsoned.co.uk/slack.


     





New to this edition




  • This new edition has once more focused on the most significant topics in the subject. The 10 chapters have been slightly rearranged to give a clearer tour through the subject. New material has been added and coverage of some of the older topics has been refreshed.


     




  • New topics includes the relevance of the operations strategy approach to any functional strategy, the importance of operations leadership, and the concept of ‘operating models’.


     




  • Many of the popular case studies have been retained with new cases added.


     




  • Similarly, new examples have been included, although the most popular of the existing ones have been retained.


     




  • The final two chapters on operations strategy implementation have been restructured around a clearer stage model.


     




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