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 2023-24 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 20


Timetable (if known)              
Private Study 125


EXAM Duration Timing
% of
Penalty for late
CONTINUOUS Duration Timing
% of
Penalty for late
Group assignment. There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment.    40       
Individual assignment There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment.    60       


The aim of this module is to demonstrate how operations management can influence and shape the competitive strategy of organisations. Specific topics include the examination of modern business drivers and competitive performance (time, quality, dependability, responsiveness, cost etc.), the achievement of competitive advantage through strategic management of operations, 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 d evelopment of an operations strategy.

Learning Outcomes

(LO1) Students will be able to demonstrate an awareness of the principles governing modern approaches to the management of operations.

(LO2) Students will be able to identify and apply methods for establishing fit between markets, operations and supply chains.

(LO3) Students will be able to identify a range of operations and supply chain management initiatives and techniques that can be considered in the development of an operations strategy.

(LO4) Students will be able to interpret operations success and business health and performance using a range of financial and non-financial measures.

(LO5) Students will be able to demonstrate 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) Students will be able to 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 10 weeks
1 hour seminar x 5 weeks
125 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 for them to independently find and analyse. Undertaking tasks including the 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 will require nearly five hours of self-directed study for every directed learning hour delivered.



Introduction to operations, operations management and 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 organisations from both manufacturing and service sectors.

Process choice and process design. Linking markets to operations. Strategic dimensions of operations decisions such as capacity, supply chain co-ordination (including global networks), technology and process design and implementation for operations; and organisational developments (formal systems, new product development (innovation) will be discussed.

The process of operations strategy development, implementation, monitoring, control (measuring the translation of strategy into actions) and risk management will be examined.

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.

Recommended Texts

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