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CIMA E1 Organisational Management > 8. The purpose of the operations function > Flashcards

8. The purpose of the operations function Flashcards

1
Q

Operations

A

activities concerned with the acquisition of raw materials, their conversion to into products and supply of finished product to the customer

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2
Q

Operations management

A

activities required to produce and deliver a product or service incl. purchasing, warehousing and transportation

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3
Q

Four Vs of operations

A

Volume
Variety
Variation in demand
Visibility

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4
Q

Primary activities

A

directly related to the creation or delivery of a product

Inbound logisitics

Operations

Outbound logisitics

Marketing & sales

After sales service

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5
Q

Support activities

A

Procurement

Technology development

Human resource management

Firm infrastructure

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6
Q

Position of organisations in the supply chain

A

Upstream - further away from the customer

Downstream - closer to the customer

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7
Q

Supply chain

A

links internal and external suppliers with internal and external customers.

Effective supply chain can be a source of competitive advantage.

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8
Q

Supply chain network

A

interconnecting group of organisations which relate to each other through linkages between different processes and activities in producing products/ services for the consumer

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9
Q

Sourcing strategies

A

Single
Multiple
Delegated
Parrallel

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10
Q

Single sourcing

A

each product/ service is sourced from one supplier

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11
Q

Mulitple sourcing

A

each product/ services is purchased from more than one supplier

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12
Q

Delegated sourcing

A

purchase/ sourcing task is delegated to an external organisation

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13
Q

Parallel sourcing

A

product/ service is sourced through a mix of single, multiple and delegated sourcing

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14
Q

Purchasing

A

day to day buying

focus on price, quality and accurate delivery

viewed as out of date approach to supply chain management

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15
Q

Supply

A

planning and implementation of supply strategy

manage overall supply process

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16
Q

Strategic positioning tool Reck and Long

A

Passive

Independent

Supportive

Integrative

17
Q

Reck and Long

Passive

A

Purchasing viewed as an admin function

no strategic direction, passively reacts to requests from other departments

18
Q

Reck and Long

Independant

A

Strategic direction but independent from corporate strategy

appointment of purchasing manager

Focus on price negotiations

Uses latest purchase practices and technology

19
Q

Reck and Long

Supportive

A

centralized purchasing department

Focus on coordination between departments

Greater awareness that purchasing can affect the corporate strategy

20
Q

Reck and Long

Integrative

A

Purchasing seen as key part of strategic planning

Alligned with corporate goals and strategy

Focus on developing relationships with suppliers, seen as partners

21
Q

Cousins

Organisation structure

A

Choice of structure (centralised, decentralised or a mix) impacts control

22
Q

Cousins

Relationships with suppliers

A

opportunistic/ competitive based on prices

collaborative more positive relationship based on a joint quest to reduce costs/ improve quality

23
Q

Cousins

Cost Benefit

A

cost benefit analysis should be at the heart of any strategic decision

24
Q

Cousins

Competences

A

Do the skills exist to achieve the strategy

25
Q

Cousins

Performance measures

A

monitoring and controlling the chosen strategy

26
Q

Process design

A

used to understand business activities and ensure activities are designed to be as efficient and effective as they should be

27
Q

Process Maps

A

visual representation of steps and decisions by which a product or transaction is processed

28
Q

Business process reengineering

A

Hammer and Champy

rethinking and redesign of existing business processes to improve performance measured in terms of cost, quality and service

CIMA E1 Organisational Management (9 decks)

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