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Bibliografische Details

Titel: Operations Strategy
Verlag: Financial Times/ Prentice Hall
Erscheinungsjahr: 2011
Sprache: Englisch
ISBN-10: 027374044X
ISBN-13: 9780273740445
Einband: Softcover
Auflage: 3. Auflage
Zustand: Like New
Gewicht: 880 Gramm

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Inhaltsangabe

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.

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Operations Strategy

Third Edition

Nigel Slack and Michael Lewis

Ideal for Advanced Undergraduate and Postgraduate students, this book builds on concepts from Strategic Management, Operations Management, Marketing and HRM to give students a comprehensive understanding of Operations Strategy.

Features

Comprehensive and accessible with authoritative authorship and an excellent blend of theory and practice
A European context
Engaging case studies
Teaching resources including an Instructors Manual with extensive case notes and PowerPoint slides atwww.pearsoned.co.uk/slack.

New to this edition

This new edition has once more focused on the most significant topics in the subject. The 10 chapters have been slightly rearranged to give a clearer tour through the subject. New material has been added and coverage of some of the older topics has been refreshed.
New topics includes the relevance of the operations strategy approach to any functional strategy, the importance of operations leadership, and the concept of operating models.
Many of the popular case studies have been retained with new cases added.
Similarly, new examples have been included, although the most popular of the existing ones have been retained.
The final two chapters on operations strategy implementation have been restructured around a clearer stage model.

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