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MGT307 Operations Management
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MGT307 Operations Management
1 Download4 Pages / 894 Words
Course Code: MGT 307
University: Texas A And M University
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Country: United States
Question:
Read the Case Study: Early Supplier Integration in the Design of the Skid-Steer Loader, on pp. 448-449; Book: Operations Management in the Supply Chain: Decisions and Cases.Author(s): Schroeder, Meyer-Goldstein, & Rungtusanatham; 6th Ed.-2013, Publisher: McGraw-Hill IrwinIn 3-pages written report, APA Style, 7 quality peer reviewed scholarly resources, address the following questions:1. What criteria–limit to four–should Scott Nolan use to screen suppliers to be integrated into the early phases of the Deere skid-steer loader development process? Why?2. What specific principles, practices, or techniques might be useful to effectively integratesuppliers?3. How can this case be related to operations strategy and process design concepts? Be sure to justify your response with research and examples.
Answer:
Introduction
The report will discuss about the case study related to the Early Supplier Integration in the Designing of skid skeer loader. The operational management is important, as it is mainly concerned with designing, and controlling the production process with focus on the goods and services. It involves the responsibilities to bring the changes to meet the customer requirements where the processes converts input into output.
Discussion
The important criteria or the strategies which needs to be used for screening suppliers for integration into the early phases are: Capacity, Past Presence & Performance: It is considered important for the industry and the product. Even, it is seen that Nolan has not manufactured such products, but one can assess the levels through seeing the other products (Stevenson, Hojati & Cao, 2007). It takes references of the previous customers and then checking on the performances of the earlier projects as well. Technical Supplier Expertise: It is applied to take hold of the development with the organization working on the benefits that are related to knowledge and suppliers. There is a need to share costs and technology effectively. Product Delivery & Price: This is for demonstrating about the versatile functionality of the product, where Deere knew that he will be able to demonstrate and then deliver the products for the actual work on the site, which was primarily important for better sales incentives. The demands of the skid loaders was seen to be highly price sensitive which led to the minimization of the costs of goods which were sold without sacrificing timely delivery of high quality which was completely imperative (Snyder et al., 2016).
Nolan has been working in the supply management for the time of past 7 years where he was also aware of the different principles which are used for the involvement of the suppliers in the development of product (Fahimnia, Tang, Davarzani & Sarkis, 2015). The manufacturing decisions and other touted benefits are determined at the lower cost structures which lead to the reduced efficiencies of operational forms. They are not all the suppliers who need to be involved but only for the new product development processes. The involvement of the suppliers should not be the lip service, but a proper selection of suppliers should be integrated. There are different categories for decisions that are used for properly identifying the new operations: The process, quality and the capacity or inventory. The processes are mainly going to focus on the different decisions to determine the physical processes or produce the new skid steer for better workforce policies and procedures. The decisions are long range and are not easy reversed with significant capital investments. There is a need to work with larger capital investments as well (Govindan, Soleimani & Kannan, 2015). At the time of process, it can be determined which parts are important for the initial process and how they can help in determining about certain suppliers. The concurrent engineering can lead to reducing the original designing or the redesigning design by more than 30%.
The operational strategy is set for achieving the competitive advantage with certain benefits like: The increased quality with options of raw materials can be the components for gearing the future expansions and making it easy for some parts for different brands and models (Heckmann, Comes & Nickel, 2015). Custom Gear need to search and develop the surveys with trusted suppliers for a better but cheap raw material. Changing the machines or upgrading them. Here, the consideration is about handling obsolete and not only user-friendly products which might be costlier than buying a better technology machine (Ho, Zheng, Yildiz & Talluri, 2015). The marketing and the implementation also attract the customers with reduced changes in the order at the time of processing and setting the standardized changes that are for satisfying the needs of the customer. They are for handling the protocol of customization before any processes of the product.
Conclusion
The product packaging includes the continuous monitoring with smaller improvement like getting the feedback from customers on the usage about what problems they encourage and how one can improve with the proper period of usage (Handfield, Coursin, Lawson & Peterson, 2015). The case study describes about the operational management which needs to be done through handling the different ranges of product, price and the promotions.
References
Fahimnia, B., Tang, C. S., Davarzani, H., & Sarkis, J. (2015). Quantitative models for managing supply chain risks: A review. European Journal of Operational Research, 247(1), 1-15.
Govindan, K., Soleimani, H., & Kannan, D. (2015). Reverse logistics and closed-loop supply chain: A comprehensive review to explore the future. European Journal of Operational Research, 240(3), 603-626.
Handfield, R. B., Cousins, P. D., Lawson, B., & Petersen, K. J. (2015). How can supply management really improve performance? A knowledge?based model of alignment capabilities. Journal of Supply Chain Management, 51(3), 3-17.
Heckmann, I., Comes, T., & Nickel, S. (2015). A critical review on supply chain risk–Definition, measure and modeling. Omega, 52, 119-132.
Ho, W., Zheng, T., Yildiz, H., & Talluri, S. (2015). Supply chain risk management: a literature review. International Journal of Production Research, 53(16), 5031-5069.
Snyder, L. V., Atan, Z., Peng, P., Rong, Y., Schmitt, A. J., & Sinsoysal, B. (2016). OR/MS models for supply chain disruptions: A review. IIE Transactions, 48(2), 89-109.
Stevenson, W. J., Hojati, M., & Cao, J. (2007). Operations management (Vol. 8). Boston: McGraw-Hill/Irwin.
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