Supply Chain Operations Management 1

Study on

Supply Chain Operations Management

By:

Date
Supply Chain Operations Management 2

Supply Chain Operations Management

Introduction
Supply chain and operation management are related to each other, and it is the best time for
corporations, to shape an effective strategy to gain and sustain the competitive advantage. Being
an assistant to Commercial Director of a major real estate company engaged in the delivery of
technology clusters, I have to anticipate the demand of future tenants, which started operations or
manufacturing facilities at potential locations. Navigating manufacturing strategies of tenants is
the best approach by this company to predict the need of these companies. The purpose is to
make some changed in the internal structure to make the platform appealing
The study contains a hill framework for manufacturing strategy, concepts of order winners and
order qualifiers, public domain case studies, and recommended framework by Johansen, and
Riisto, evaluation and final recommendations in the end.
Literature review of the Hill Framework for manufacturing strategy
Hill Framework for manufacturing strategy has been triggered by many insights. The hill
manufacturing strategy is based on some major aspects. These aspects are corporate objective,
marking objectives, winning orders, mode of manufacturing, and manufacturing infrastructure.
Now, starting from corporate objectives, the manufacturing company may have some objectives
or corporate objectives, which are to be shaped to align with different business operations, such
as manufacturing[ CITATION Mar97 \l 1033 ] . For Instance, the company can have the objective of
sustaining the growth in the future and increasing profitability [ CITATION Tan04 \l 1033 ].Also, the
company must aim high return on investment [ CITATION Gon04 \l 1033 ]. To have a good return on
investment, the process or business should be objective oriented. On the other hand, marketing
strategy includes product and market segments, standardization of products, indication,
leadership, and mix volumes. To win orders in the market place, the company management must
have to gain the technical expertise to justify the technical support system [ CITATION Löf14 \l
1033 ]. Also, price, quality, delivery speed, and reliability are some critical factors, which can
make the product appealing and facilitate to win orders [ CITATION Mar97 \l 1033 ]. The process
choice matters, as the company has to anticipate its capacity, manufacturing or facility location,
inventory management and size of production. Finally, the infrastructure for the manufacturing
process must be built. For Instance, the manufacturing company can establish quality control
systems, organizational structure, work structure, planning and control, engineering and clerical
Supply Chain Operations Management 3

procedures. It is a fact that segmentation and generalization are two critical elements of the
manufacturing development framework, as the firm has to decide whether it considers the order
winning approach or competitive advantage[ CITATION Mar97 \l 1033 ].
Concepts of Order Winners and Order Qualifiers proposed by spring and Boaden
It has been revealed that the order winner is different from the competitive criteria. In short, it
can be said that an organization cannot gain and sustain the competitive advantage if it does not
meets the competitive criteria despite containing the order winner approach in the manufacturing
strategy. Spring and Boaden stated that the order winner is different from competitive criteria. It
has been revealed that the business or manufacturing company has to enter the market, assess the
behavior of buyers, and shape strategies accordingly to make the difference. Authors picked up
"delivery" element from the manufacturing strategy mode, and claim that the competitive
advantage can be gained by fast delivery and reliability [ CITATION Mar97 \l 1033 ] . Some key
behavioral implications made this concept quite complicated. Order winners are those who
contain the product standard and enable the purchase fit in the competitive market. On the other
hand, order qualifiers are those which got the potential to make the product or services different
from other rivals in the market [ CITATION Hal11 \l 1033 ] . Several concepts, which have been
proposed by Spring and Boaden, are related to order winners and order qualifies. These authors
have criticized hill strategy by claiming that he contended in this approach. He moved in the
marketing territory so quickly, and it some question marks. Internally, order winners and
qualifiers can be justified; as it is dominantly integrated with the internal structure such as
motivation, organizational outcomes, behaviors and many other aspects[ CITATION Mar97 \l 1033 ].
The outcome of the review of manufacturing frameworks undertaken by Löfving et al
The manufacturing model for SMEs is based on several characteristics. Consequently, a
particular manufacturing framework indicates that strategies can emerge in the manufacturing
process incremental learning processes and tactical decisions[ CITATION Vos05 \l 1033 ]. It is a fact
that capabilities and resources are to be built by the company to integrate with customers instead
of sticking long term planning. Löfving et al have come up with a key manufacturing framework.
According to them, the manufacturing strategy must be based on three main elements. These
elements are procedures, realization, and contextual issues[ CITATION Mal14 \l 1033 ] . In the
procedure, the company management has to make the system less complicated, as it should be
understood by all key stakeholders. The company can use specific steps to make the whole
Supply Chain Operations Management 4

process or process special. Realization includes participation and contextual learning contains
learning from different issues and challenges. In consequence, in the modern business era, these
aspects must be considered when developing a manufacturing strategy for SMEs[ CITATION Mal14
\l 1033 ]
Public domain case studies relating to companies located at Silverstone Park

Companies located at Silver Park are in the limelight due to their manufacturing strategies.
Interestingly, public domain case studies are related with order qualifier and order winner
approach. For Instance, it has been revealed that manufacturing company enhanced the
interaction with customers to shape its manufacturing strategies accordingly. It also justified hill
manufacturing strategy, as the company aimed to become the order winner in an intense rivalry.
On the other hand, one manufacturing company aimed to limit public interaction to become the
order qualifier. They want to improve the manufacturing process at their own and make the
organizational outcome different from other firms at silver Stone Park. Of course, it was an
incredible approach, as the company avoided going into the marketing territory to shape the
manufacturing strategy. David Brown Automotive, a niche car manufacturer, has been relocated
at the location. The manufacturing strategy seems innovation. The company aims to integrate
with the modern technology to come up with differentiated outcomes. As far as the public
domain is concerned, the company has justified the realization and contextual aspect in the
strategy, as it participated in its people in the decision making the process to drive innovation.

Recommending framework by Johansen and Riisto

Recommended framework by Johansen and Riisto is the strategic positioning of the industrial
company. This recommended framework is based on three main elements or aspects. These
aspects are focused on firm, networking firm, and integrating firm. The description of this
framework can be presented by classifying strategies for at least 6 tenants
Classifying the manufacturing strategies of at least six tenants

Tenants Mode Strategies

Tenant 1 Networking firm The tenant one at this location
can identify another partner
to sustain the manufacturing
process and enhance the
visibility of production and
Supply Chain Operations Management 5

organizational outcomes
Tenant 2 Focused firm This tenant is goal-oriented,
it is focused on the research
and development process
Tenant 3 Integrating firm This tenant relies on multiple
suppliers or sub-
suppliers[ CITATION Joh051 \l
1033 ]
Tenant 4 Integrating firm With many competencies, the
company got the potential to
outsource the process
Tenant 5 Focused firm The focus has been
maintained by the company
by statistical control
Tenant 6 Networking firm Integrating with chain settle
accounts. The firm can
control the logistic and value
chain at this
location[ CITATION Joh051 \l
1033 ].

Results and understanding the needs of SMEs

Result of applying this model or framework is positive, as it can help these SMEs to enhance the
visibility of production and organizational outcomes six strategies for different companies have
been applied by using this model. Needs are to be understood, as this model contains enough
space to choose every company. Ultimately, tenants at Silverstone Park have to contain all these
needs. By anticipating the needs of the business and manufacturing process, the appropriate
strategy can be applied to meet the end. Accordingly, the real estate is in a better position to meet
the needs of these tenants by using this particular model[ CITATION Joh051 \l 1033 ].

Your recommendation of the next steps

In the future, there are some key strategic considerations for both tenants and the real-estate
Company. In the future, both tenants and real estate companies can work together to anticipate
the needs and make effective strategies. The appropriate future recommendation for tenants is
that they have to keep the balance between internal strategies and marketing interactions. Of
course, there may be all such as networking firms, integrating firms, and focused firms. Every
company has to come up with its strengths and identify a pertinent model to initiate and uphold
Supply Chain Operations Management 6

the manufacturing process. Nevertheless, it must be flexible to integrate with some changes with
time.
Conclusion
In the end, it is to conclude that different manufacturing strategy framework have been presented
for tenants. The most important thing is to use these models to anticipate the needs of all these
companies at Silverstone Park and build effective a relationship. Manufacturing facilities can be
focused, networking, and integrating and needs must be met to let them sustain the process.

References

Gonzalez, M.E., Quesada, G., Mueller, R. and Mora-Monge, C.A. (2004) 'QFD strategy house: an
innovative tool for linking marketing and manufacturing strategies', Marketing Intelligence & Planning,
vol. 22, no. 2/3, pp. 335-348.

Hallgren, M., Olhager, J. and Schroeder, R.G. (2011) 'A hybrid model of competitive capabilities',
International Journal of Operations & Production Management, vol. 31, no. 5, pp. 511-526.

Johansen, J. and Riis, J.O. (2005) 'The interactive firm - Towards a new paradigm: A framework for the
strategic positioning of the industrial company of the future', vol. 25, no. 2, pp. 202-216.

Löfving, M., Säfsten, K. and Winroth, M. (2014) 'Manufacturing strategy frameworks suitable for SMEs',
Journal of Manufacturing Technology Management, vol. 25, no. 1, pp. 7-26.

Lofving, M., Säfsten, K., Winroth, M.P. and Winroth, M. (2014) 'Manufacturing strategy frameworks
suitable for SMEs ', Journal of Manufacturing Technology Management , vol. 25, no. 1, pp. 7-26.

Spring, M. and Boaden, R. (1997) 'One more time: how do you win orders?”: a critical reappraisal of the
Hill manufacturing strategy framework', International Journal of Operations & Production Management,
vol. 17, no. 8, pp. 757-779.

Tan, K.H. and Platts, K. (2004) 'The connectance model revisted: a tool for manufacturing objective
deployment', Journal of Manufacturing Technology Management, vol. 15, no. 2, pp. 131-143.

Voss, C.A. (2005) 'Alternative paradigms for manufacturing strategy', International Journal of
Operations & Production Management, vol. 25, no. 12, pp. 1211-1222.