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MODELO
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PLANEACIN
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RECURSOS
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Chapter 1
Introduction to the Field

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OBJECTIVES
What is Operations and Supply
Management?
Why Study Operations
Management?
Transformation Processes Defined
Differences between Services and
Goods
The Importance of Operations
Management
Historical Development of OM
Current Issues in OM
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What is Operations and Supply Management?

Operations and Supply

Management (OM) is defined
as the design, operation, and
improvement of the systems
that create and deliver the
firms primary products and
services

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Why Study Operations Management?

Systematic Approach
to Org. Processes

Business Education

Operations
Management

Career Opportunities

Cross-Functional
Applications

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What is a Transformation Process?

Defined

A transformation process is defined

as a user of resources to transform
inputs into some desired outputs

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Transformations

Physical--manufacturing
Locational--transportation
Exchange--retailing
Storage--warehousing
Physiological--health care
Informational--telecommunications

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Operations and Supply Management

Supply Chain Processes

Sourcing
Processes

Manufacturing
Processes
Logistics
Processes

Logistics
Processes

Distribution
Processes

Service
Processes

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What is a Service and What is a Good?

If you drop it on your foot, it

wont hurt you. (Good or
service?)

Services never include goods

and goods never include
services. (True or false?)

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The Goods-Services Continuum

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Historical Development of OM

JIT and TQC

Manufacturing Strategy Paradigm

Service Quality and Productivity

Total Quality Management and Quality
Certification

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Historical Development of OM (contd)

Business Process Reengineering

Six-Sigma Quality
Supply Chain Management
Electronic Commerce
Service Science

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Current Issues in OM

Coordinate the relationships between

mutually supportive but separate
organizations.

Optimizing global supplier, production,

and distribution networks.
Increased co-production of goods and
services

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Current Issues in OM (contd)

Managing the customers

experience during the service
encounter
Raising the awareness of
operations as a significant
competitive weapon

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End of Chapter 1

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