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. |
Title | Strategic Operations Management | ||
Code | KMGT707 | ||
Coordinator |
Dr M Tickle Operations and Supply Chain Management M.Tickle@liverpool.ac.uk |
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Year | CATS Level | Semester | CATS Value |
Session 2022-23 | Level 7 FHEQ | Whole Session | 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 |
50 100 |
150 | |||||
Timetable (if known) | |||||||
Private Study | 0 | ||||||
TOTAL HOURS | 150 |
Assessment |
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EXAM | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
CONTINUOUS | Duration | Timing (Semester) |
% of final mark |
Resit/resubmission opportunity |
Penalty for late submission |
Notes |
Assessment 1 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | 0 | 35 | ||||
Assessment 2 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | 0 | 25 | ||||
Assessment 3 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Whole Session | 0 | 30 | ||||
Assessment 4 Standard UoL penalty applies for late submission. Assessment Schedule (When) :Wholes Session | 0 | 10 |
Aims |
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Understand the drivers and dimensions of competitive performance Understand the strategic role and importance of operations Understand operations strategy 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 strategy |
Learning Outcomes |
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(LO1) Demonstrate an awareness of the principles governing modern approaches to the management of operations |
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(LO2) Identify and apply methods for establishing fit between markets and operations |
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(LO3) Identify a range of operations management initiatives and techniques that can be considered in the development of an operations strategy |
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(LO4) Interpret operations success and business health and performance using a range of financial and non-financial measures |
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(S1) Communication Skills: Students will have opportunities to develop written communication skills through group discussions and assignments. |
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(S2) Numeracy Skills: Students will learn quantitative techniques. Students will have the opportunity to analyse and use financial and statistical data to support business decisions. |
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(S3) Information and Communication Technology Skills: Students will have opportunities to improve their ICT skills. Students will demonstrate skills in the use of software applications including word processing, visual presentations, data bases, spreadsheets and using the internet for information searches in the course. |
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(S4) Group Working Skills: Some work will require students to work in groups and manage the interaction and relationships with other group members. In doing so, they will gain experience in negotiation, persuasion, influencing and managing conflict. |
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(S5) Personal Effectiveness: Students will be encouraged to think critically about theory and practice and to challenge and critique assumptions about the management of people and organisations. In doing so they will be able to recognise and consider issues such as ethical dilemmas, corporate social responsibility, organisational values, leadership approaches and styles. |
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(S6) Time management. This involves planning scheduled work and meeting assessment deadlines. This will be evident in the students’ independent management of their assignments and coursework and by meeting coursework deadlines. |
Teaching and Learning Strategies |
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Teaching Method 1 - Virtual classroom hours (for online modules) Teaching Method 2 - Non-classroom hours (for online modules) |
Syllabus |
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1. 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 · Strategy and Competitiveness · Design of processes, jobs products and services and supply network · Capacity planning, project management, planning and control · Quality management, statistical process control, and forecasting. · Linear programming, managing inventory and just in time systems. · Planning scheduling production, allocation of resources. 2. 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: ebusiness, integrated supply systems, just-in-time and lean systems 3. 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 4. Performance measurement · Evaluating operations success, performance monitoring and measurement. Measuring the translation of strategy into actions. |
Recommended Texts |
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Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module. |