This document discusses factors that influence business location and layout design. Physical factors like access to resources and transportation infrastructure and socioeconomic factors like labor supply and proximity to customers and competition are important for location planning. Businesses may locate near competitors through competitive clustering to attract more customers. Process mapping is used to identify value-adding and non-value adding processes to aid in process and layout design. Different layouts include fixed position, process/functional, cell, product, and mixed layouts. Retail store layout must consider customer flow, safety, security, flexibility, access, replenishment, and infrastructure to meet short-term operational and long-term branding objectives.
ͻ New or modified product/service to be offered ͻ Quality to be improved ͻ Competitive priorities have changed ͻ Demand for product/service is changing ͻ Cost/availability of inputs have changed
This document discusses factors that influence business location and layout design. Physical factors like access to resources and transportation infrastructure and socioeconomic factors like labor supply and proximity to customers and competition are important for location planning. Businesses may locate near competitors through competitive clustering to attract more customers. Process mapping is used to identify value-adding and non-value adding processes to aid in process and layout design. Different layouts include fixed position, process/functional, cell, product, and mixed layouts. Retail store layout must consider customer flow, safety, security, flexibility, access, replenishment, and infrastructure to meet short-term operational and long-term branding objectives.
This document discusses factors that influence business location and layout design. Physical factors like access to resources and transportation infrastructure and socioeconomic factors like labor supply and proximity to customers and competition are important for location planning. Businesses may locate near competitors through competitive clustering to attract more customers. Process mapping is used to identify value-adding and non-value adding processes to aid in process and layout design. Different layouts include fixed position, process/functional, cell, product, and mixed layouts. Retail store layout must consider customer flow, safety, security, flexibility, access, replenishment, and infrastructure to meet short-term operational and long-term branding objectives.
This document discusses factors that influence business location and layout design. Physical factors like access to resources and transportation infrastructure and socioeconomic factors like labor supply and proximity to customers and competition are important for location planning. Businesses may locate near competitors through competitive clustering to attract more customers. Process mapping is used to identify value-adding and non-value adding processes to aid in process and layout design. Different layouts include fixed position, process/functional, cell, product, and mixed layouts. Retail store layout must consider customer flow, safety, security, flexibility, access, replenishment, and infrastructure to meet short-term operational and long-term branding objectives.
Physical (access to recourses, transport infrastructure, communications infrastructure) Socioeconomic (labour supply, access to market/customers, proximity of competition, business environment, political dimension)
Location Planning Competitive Clustering: where operations locate next to competitors, as this draws more customers Pre-emptive Developments Business Relationships Non-economic Factors
Outsourcing Moving from in-house to a supplier Financial benefits, focus on core expertise, access to outside expertise
Process Layout Process Mapping Identifying key aspects of an operations process using symbols Easy to indentify value adding and non-value adding processes An aid to process design and layout design Operation adds value, the rest add cost
Different Layouts
Mixed Layouts some operations may have a combination of layouts restaurant may have fixed position (seating), process (kitchen), cell layout (buffet), product (cafeteria)
Servicescape ambient conditions (lighting, temperature) layout and functionality signs, symbols and artefacts Different operations use different combinations to influence customer behaviour.
Fixed Position Process/Functional Cell Product Plant, recourses and people are stationed where the operation will be (bridge, roads) Similar products or processes are grouped together (tinned and frozen) Self contained areas which contain all that is needed particular operation or service All operations follow the same sequence of processes (car assembly, self service) High product flex. Product/customer not moved High variety of tasks High product flex. Robust in the case of disruptions Easy to supervise Good compromise Fast throughput Group work can mean good motivation Low unit costs for high volume Opportunity for specialization High unit costs Scheduling space and activities may be hard Low utilization Can have high work in process Complex flow Can be costly to rearrange existing layout May need more space Low mix flexibility Not very robust in case of disruptions Work is repetitive
Selling Space value to the retailer hot-spots and dead-spots space allocation yield management space elasticity selling/buying environment - reinforce brand image - impacts on emotional state and purchase behaivour Supermarket Layouts Retailer Objectives Long Term retail branding strategy marketing management Short Term facilitate, promote trading activities operations management Store Layout Constraints customer flow saftety security flexibility access replenishment infrastructure
ͻ New or modified product/service to be offered ͻ Quality to be improved ͻ Competitive priorities have changed ͻ Demand for product/service is changing ͻ Cost/availability of inputs have changed