STRATEGIC OPERATIONS MANAGEMENT

Strategic Operations Management (SOM)

Table of Contents

Introduction4

Strategic Operations Management4

Santander UK: An Overview6

Links between Operational and Business Strategy of Santander UK7

Appraisal of issues relating to layout, process type and use of technologies at Santander UK9

Santander UK exploitation of the value chain and quality12

Conclusion14

References16

Strategic Operations Management (SOM)

Introduction

The term operation management refers to the concept of management concerned with designing, overseeing and controlling the redesigning and production process of business operation during the production or delivery of goods and services. Operation management covers the complete business operation and ensures it that every operation is efficient is context of resource utilization and effective in context of catering and addressing the demand of the customers. In relation to the stated phenomena, the objective of this paper is to analyze the dynamics of operations management on selected organization, which is Santander in terms of analyzing linkage between operational and business strategies. Issues related to process, layout and technologies used, and the value chain and quality system of the organization.

Strategic Operations Management

Over the last thirty years, it is clear that the formulation, implementation and deployment strategies of operations are highly dependent on the best management practices, or at least, are shaped by them (Schwientek & Schmidt 2008, pp. 51-79). Operations management practices refer to the process established and up by companies in order to improve how these operate manufacturing. In addition, various approaches to strategic analysis and formulation of strategies that are proposed operations revolve around best management practices, or sets of management practices (Lowson 2003, pp. 35-61).

The Strategic Operational function for any organization includes activities that result in manufactured goods and services supplied to the organization of the environment. Organizations can vary greatly in their operational functions while comparing to others. Such as industrial raw materials are recycled and the first from the raw produce individual parts and components, and then collect them into finished products. Schools, hospitals consume little material resources in delivering its services (Walters & Rainbird 2007, pp. 21-47). Strategic Operations Management consists of three subsystems.

First is the Processing subsystem, in which organizations performs the work directly, related to the conversion of input signals to output. For example, in food processing system - a system in which goods are produced, from receipt of raw materials, including food production and to shipment to dealers (Kirchmer, 2009). The second subsystem is software, which is not linked directly to the production of output, but it performs the necessary functions to ensure the processing of subsystem. For example, both in the factory and in the university subsystem software can include a library, maintenance, and other service providers (Stevenson 2002, pp. 97-134). The third is the planning and control subsystem, which receives information from the internal and external environment of the organization, processes this information and issue a decision how to manipulate the processing subsystem. Solutions include capacity planning, scheduling, management of inventory, quality control, and more (Schwientek & Schmidt 2008, pp. 51-79).

Santander UK: An Overview

For the purpose of analyzing the operations management system of an ...