Now in its 5th Edition, Operations Strategy continues to provide a comprehensive understanding of the interaction between operational resources and market requirements. Companies such as Apple and Google have transformed their prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset. The ideas and examples in this book illustrate how operations strategy can develop these capabilities by building on concepts from strategic management, operations management, marketing and HRM. This is the ideal text for advanced undergraduate and postgraduate students. The full text downloaded to your computer With eBooks you can: search for key concepts, words and phrases make highlights and notes as you study share your notes with friends eBooks are downloaded to your computer and accessible either offline through the Bookshelf (available as a free download), available online and also via the iPad and Android apps. Upon purchase, you'll gain instant access to this eBook. Time limit The eBooks products do not have an expiry date. You will continue to access your digital ebook products whilst you have your Bookshelf installed.

This book provides a treatment of operations strategy which is clear and well structured, and seeks to apply some of the ideas of operations strategy to a variety of businesses and organisations.

While many business schools are teaching Global Operations Strategy with self-made teaching materials, there are no such textbooks. Combining practical approaches with detailed theoretical underpinnings, this book provides theories, tools, frameworks, and techniques for global operations strategy, and brings real world perspectives to students and managers. Each chapter includes definition of key terms, introduction of fundamental theories, several short case examples, one long new case to explain the associated theories, and recommended further reading.

Market_Desc: Management; Graduate students of operation management Special Features: · AUTHOR RECOGNITION: Dr. Robert Hayes, Emeritus, Harvard Business School, is the most recognizable academic authority in the field of Operations Management. He is the author and co-author of numerous trade and college books. His Wiley book, Restoring Our Competitive Edge: Competing Through Manufacturing has sold 60,000 copies, and is now in its 15th printing. It was chosen by The American Association of Publishers in 1984 as the best business book on business, management and economics. His article with William Abernathy, Managing Our Way Toward an Economic Decline is generally regarded as the most widely read reprint article in the history of Harvard Business Review.· PREVIOUS TRACK RECORD: Robert Hayes has co-authored two successful hybrid trade/college books. In 1984, he authored Restoring Our Competitive Edge: Competing Through Manufacturing (60,000 sold, of which approximately 20,000 were sold to the college market). In 1990 he was the lead author of Dynamic Manufacturing, for Free Press, (55,000 sold)· AUTHOR PROMOTION: Dr. Hayes maintains an excellent relationship with top executives at Hewlett-Packard, Canton Timken and other Fortune 500 companies, and he will send them complimentary copies to stimulate bulk purchases. Also, the authors will promote the book both to the Production Management Society and The Decision Science Institute. In addition, Dr. Upton will use the text in his executive education courses at Harvard Business School.· COLLEGE MARKET: This book will be strongly considered as the course book for the graduate level operations management course at the top-flight colleges and universities. About The Book: Hayes is a founder of the Operations Strategy field, and all four authors are on the Harvard Business School faculty. In Operations, Strategy, and Technology: Pursuing the Competitive Edge--the long-awaited follow-up to the highly successful classic, Restoring Our Competitive Edge--Bob Hayes, Gary Pisano, Dave Upton, and Steve Wheelwright take a fresh look at the foundations of corporate success. This book addresses the basic principles that guide the development of a powerful operations organization, and describes how a company's operating and technological resources can be applied to create a sustainable competitive advantage in today's new (global and IT-intensive) economy. Achieving a competitive advantage through superior operations is what the authors refer to as the operations edge.

Operations Strategy is focused on the interaction between operational resources and external requirements. Companies such as Apple, Google and Tesco have transformed their prospects through the way they manage their operations resources strategically, turning their operations capabilities into a formidable asset. These and other examples in this book illustrate the broad and long-term issues of Operations Strategy that complement the more operational, immediate, tangible and specific issues that define Operations Management. Building on concepts from strategic management, operations management, marketing and HRM, this text offers a clear, well-structured and interesting insight into the more advanced topic of Operations Strategy in a variety of business organisations.

This fresh and enlightening book offers a rounded overview of operations strategy with a particular focus on implementation. The premise of the book is that developing an effective operations strategy without its subsequent implementation will render the strategising process a waste of time and resources. The authors explain the pros and cons of existing approaches to implementation as well as offering a systematic framework for turning strategic intent into actions. They offer a fresh look at a subject whose importance within academia and industry is rapidly increasing due to the need to refocus the attention of business upon the elements that actually add value to society operations. Although operations strategy implementation is a broad and complex subject area, by developing a mature, broad perspective of the subject the authors consider that all elements of an organisation have potential to contribute directly by adding tangible values to the operations strategy process. This study will be of great interest to academics and will also give practitioners confidence in efficiently formulating and effectively implementing strategies that reflect the needs of today s business. Advanced undergraduate and postgraduate students studying operations strategy and manufacturing strategy will find this book an essential and fascinating read. In short, it should be able to offer all those involved in operations management a comprehensive and coherent view of the subject that until now has been lacking.