ULMS Electronic Module Catalogue

The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module.
Code EBUS602
Coordinator Dr H Sharifi
Operations and Supply Chain Management
Year CATS Level Semester CATS Value
Session 2022-23 Level 7 FHEQ First Semester 15

Pre-requisites before taking this module (other modules and/or general educational/academic requirements):


Modules for which this module is a pre-requisite:


Programme(s) (including Year of Study) to which this module is available on a required basis:


Programme(s) (including Year of Study) to which this module is available on an optional basis:


Teaching Schedule

  Lectures Seminars Tutorials Lab Practicals Fieldwork Placement Other TOTAL
Study Hours 24





Timetable (if known) 120 mins X 1 totaling 24
60 mins X 1 totaling 3
      60 mins X 1 totaling 6
120 mins X 1 totaling 4
120 mins X 1 totaling 2
Private Study 111


EXAM Duration Timing
% of
Penalty for late
CONTINUOUS Duration Timing
% of
Penalty for late
Individual assignment: case 2 There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment.    40       
Individual assignment: case 1 There is a resit opportunity. Standard UoL penalty applies for late submission.    60       


The aim of this module is to demonstrate how operations management can influence and shape competitive strategy. Specific topics include the examination of modern business drivers and competitive performance (time compression, responsiveness, waste elimination etc.), the achievement of competitive advantage through operations management, globalisation and supply chains, agility and ECR examples and operations performance measurement. Leading-edge operational practice is analysed within each topic covered. The aims are that the student will:

Develop an in-depth understanding of operations and how they can be managed as a strategic resource and understand the strategic role and importance of operations;

Understand the drivers and dimensions of competitive performance;

Understand operations strategy process and practice in the context of its importance to the success of a company in its marketplace;

Understand the inputs to the development of an operations strat egy.

Learning Outcomes

(LO1) Demonstrate an awareness of the principles governing modern approaches to the management of operations.

(LO2) Identify and apply methods for establishing fit between markets, operations and supply chains.

(LO3) Identify a range of operations and supply chain management initiatives and techniques that can be considered in the development of an operations strategy.

(LO4) Interpret operations success and business health and performance using a range of financial and non-financial measures.

(LO5) Have the research skills and appreciation of both strategic and functional management practice in order to be able to plan and undertake work at a postgraduate level within a Management discipline.

(LO6) Understand the global aspects of operations and operations management, and be able to analyse and develop operations strategies with an international perspective.

(S1) Problem solving. Students will engage in a number of class group work activities to study and analyse industry/business cases where problems are set for them to examine and solve. Both assessments are also used to present operations strategy problems for which students should undertake research and find solutions supported by clear analysis and discussion.

(S2) Commercial awareness. The module presents a wide range of situations, cases and examples of businesses in the real world with regard to operations management and its contribution to their success or failure. Students are usually well exposed to this aspect.

(S3) Communication skills. Use of group work during the sessions, which may become part of their assessment including doing a short presentation, allows students to exercise and improve their communications skills. Also, producing appropriate and well developed reports will encourage students to communicate their ideas and works in writing.

(S4) International awareness. Most examples and cases are international firms, which will expose students to an international scope of businesses and supply chains.

Teaching and Learning Strategies

2 hour lecture x 12 weeks
1 hour seminar x 3 weeks
2 hour presentations x 1 week
2 hour workshop x 2 weeks
1 hour group learning x 6 weeks
111 hours self-directed learning

The module assessment requires students to undertake some substantial research into the literature of the subject and also case studies, either given to them for review or required of them to find and analyse. Use of rich resources available to students from the library and Canvas pages, working in groups to solve problems, and developing reports and answers to the assignment requirements need nearly three hours self-directed study for every directed learning hour delivered.



Introduction to strategic operations management:

Definitions and examples of operations management and operations strategy;
Levels of strategy and the relationship between corporate, business and functional strategies;
The drivers and dimensions of competitive performance and the challenges for operations’ managers.

The development of operations strategy:

The components of operations management in the manufacturing and service sectors;
Process choice and process design. Linking markets to operations. Strategic initiatives: mass customisation, supply chain co-ordination, globalisation, responsiveness, lean thinking, the relationship between customer service, supply chain efficiency and inventory, trade-offs;
The components of contemporary operations strategy and management: e-business, integrated supply systems, just-in-time and lean systems.

Operations strategy, cases and examples:

Cases and examples will include Hewlett Packard, British Airways, SouthWest Airlines, Zara and VolksWagen, and number of short and quick cases and examples.

Performance measurement:

Evaluating operations success, performance monitoring and measurement;
Measuring the translation of strategy into actions.

Recommended Texts

Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module.