Module ASB-2416:
Operations Strategy

Module Facts

Run by Bangor Business School

10 Credits or 5 ECTS Credits

Semester 1

Organiser: Prof Kostas Nikolopoulos

Overall aims and purpose

Operations Strategy is the highest level of Operations Management that deals with plans and decisions that shape the long-term capabilities of any organisation in the course of designing, producing and distributing products and services.

This module aims to: 1. Critically evaluate the impact and role of Operations Strategy 2. Define the key dimensions of Competitiveness and how Operations Strategy can contribute Using case studies to equip students to evaluate, perform analysis of, and make proposals for the enhancement of overall Organisational Strategies and more specific for the Operations Strategy.

Course content

Operations Strategy is the highest level of Operations Management that deals with plans and decisions that shape the long-term capabilities of any organisation in the course of designing, producing and distributing products and services.

Themes that will be explored in the module include: • Introduction to Operation Management • Competitiveness • Operations Strategy • Linking Operations Strategy to Competitiveness • Innovation, Design & Technology Strategy • Production Strategy & Lean • Total quality management • Logistics & Location strategies • Supply chain Strategy

Assessment Criteria

threshold

• Knowledge of key areas/principles only; • Weaknesses in understanding of main areas; • Limited evidence of background study; • Answer only poorly focussed on question and with some irrelevant material and poor structure; • Arguments presented but lack coherence; • Several factual/computational errors; • No original interpretation; • Only major links between topics are described; • Limited problem solving; • Many weaknesses in presentation and accuracy;

good

• Understands most but not all; • Evidence of background study; • Focussed answer with good structure; • Arguments presented coherently; • Mostly free of factual/computational errors; • Some limited original interpretation; • Well known links between topics are described; • Problems addressed by existing methods/approaches; • Good presentation with accurate communication;

excellent

• Comprehensive knowledge; • Detailed understanding; • Extensive background study; • Highly focussed answer and well structured; • Logically presented and defended arguments; • No factual/computational errors; • Original interpretation; • New links between topics are developed; • New approach to a problem; • Excellent presentation with very accurate communication;

Learning outcomes

  1. Explain the contributions that operations strategy makes to, and the impacts it has on, organisations.

  2. Analyse supply chains in different business sectors.

  3. Discuss and debate issues associated with inventory control, material requirements planning, and scheduling especially at the strategic level.

  4. Undertake case study analysis .

Assessment Methods

Type Name Description Weight
Assignment 50
Examination S1 2hrs 50

Teaching and Learning Strategy

Hours
Practical classes and workshops

2 x 2h practical session scheduled n weeks 3 and 8 of a standard 10-week delivery block Drop-in sessions to support case study analysis and the development of skills in business analysis

4
Lecture

Lectures (suggested 2 hours per week for a fixed block of 10 weeks) covering all the main theoretical developments in Operations Strategy and mini-case studies of 30 min max to discuss

20
Private study

Students have to do their own self-study following the 2h lectures every week - 6h hours of self-study to read the respective material in the book and do research on the internet of respective similar events in the industry. That time should also be enough in order to do their 50% assignment. An extra 16 h of study goes after the two practical drop-in sessions, 8h for each session in order to find relative material to the topic discussed in the drop in and read and digest articles provided

76

Transferable skills

  • Literacy - Proficiency in reading and writing through a variety of media
  • Numeracy - Proficiency in using numbers at appropriate levels of accuracy
  • Computer Literacy - Proficiency in using a varied range of computer software
  • Self-Management - Able to work unsupervised in an efficient, punctual and structured manner. To examine the outcomes of tasks and events, and judge levels of quality and importance
  • Exploring - Able to investigate, research and consider alternatives
  • Information retrieval - Able to access different and multiple sources of information
  • Inter-personal - Able to question, actively listen, examine given answers and interact sensitevely with others
  • Critical analysis & Problem Solving - Able to deconstruct and analyse problems or complex situations. To find solutions to problems through analyses and exploration of all possibilities using appropriate methods, rescources and creativity.
  • Safety-Consciousness - Having an awareness of your immediate environment, and confidence in adhering to health and safety regulations
  • Presentation - Able to clearly present information and explanations to an audience. Through the written or oral mode of communication accurately and concisely.
  • Teamwork - Able to constructively cooperate with others on a common task, and/or be part of a day-to-day working team
  • Argument - Able to put forward, debate and justify an opinion or a course of action, with an individual or in a wider group setting
  • Self-awareness & Reflectivity - Having an awareness of your own strengths, weaknesses, aims and objectives. Able to regularly review, evaluate and reflect upon the performance of yourself and others

Resources

Courses including this module

Compulsory in courses:

Optional in courses: