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Competitiveness,
Strategy,
and Productivity
 Learning Objectives
 List and briefly discuss the primary ways
that business organizations compete.
 List five reasons for the poor
competitiveness of some companies.
 Define the term strategy and explain why
strategy is important for competitiveness.
 Contrast strategy and tactics.

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 Learning Objectives
 Discuss and compare organization strategy
and operations strategy, and explain why it is
important to link the two.
 Define the term productivity and explain why
it is important to organizations and to
countries.
 List some of the reasons for poor productivity
and some ways of improving it.

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Competitiveness:

How effectively an organization meets the

wants and needs of customers relative to
others that offer similar goods or services

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 Businesses Compete Using
Operations
 Product and service design
 Cost
 Location
 Quality
 Quick response

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 Businesses Compete Using
Operations
 Flexibility
 Inventory management
 Supply chain management
 Service and service quality
 Managers and workers

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 Why Some Organizations Fail

 Too much emphasis on short-term

financial performance
 Failing to take advantage of strengths
and opportunities
 Neglecting operations strategy
 Failing to recognize competitive threats

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Why Some Organizations Fail
 Too much emphasis in product and
service design and not enough on
improvement
 Neglecting investments in capital and
human resources
 Failing to establish good internal
communications
 Failing to consider customer wants and
needs

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 Mission/Strategy/Tactics

Mission Strategy Tactics

How does mission, strategies and tactics relate to

decision making and distinctive competencies?

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 Strategy Example

Nusrat is a student. She would like to have a career

in business, have a good job, and earn enough
income to live comfortably
Mission: Live a good life
 Goal: Successful career, good income
 Strategy: Obtain an university education
 Tactics: Select an university and a major
 Operations: Register, buy books, take
courses, study, graduate, get job

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 Examples of Strategies
 Low cost
 Scale-based strategies
 Specialization
 Flexible operations
 High quality
 Service

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 Strategy and Tactics
 Distinctive Competencies
The special attributes or abilities that give an
organization a competitive edge.
 Strategy Factors
 Price
 Quality
 Time
 Flexibility
 Service
 Location

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 Examples of Operations Strategies

Price Low Cost Neighborhood tea stalls

ASUS laptops
Tata Nano
Quality High-performance design Apple iPhone, MacBook
or high quality Consistent Samsung Galaxy
quality BMW, Mercedes

Time Rapid delivery Fedex,

On-time delivery One-hour photo

Flexibility Variety Meenabazar, Agora

Volume

Service Superior customer Disneyland

service

Location Convenience ATMs, Flexiload

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 Global Strategy
 Strategic decisions must be made with
respect to globalization
 What works in one country may not work in
another
 Strategies must be changed to account for
these differences
 Other issues
 Political, social, cultural, and economic
differences

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 Strategy Formulation

 Order qualifiers
 Characteristics that customers perceive as
minimum standards of acceptability to be
considered as a potential purchase
 Order winners
 Characteristics of an organization’s goods or
services that cause it to be perceived as
better than the competition

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 Operations Strategy
 Operations strategy – The approach,
consistent with organization strategy,
that is used to guide the operations
function.

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 Strategic OM Decisions
Decision Area Affects
Product and service design Costs, quality, reliability and environmental
Capacity Cost structure, flexibility
Process selection and layout Costs, flexibility, skill level, capacity

Work design Quality of work life, employee safety, productivity

Location Costs, visibility

Quality Ability to meet or exceed customer expectations
Inventory Costs, shortages
Maintenance Costs, equipment reliability, productivity
Scheduling Flexibility, efficiency
Supply chains Costs, quality, agility, shortages, vendor relations

Projects Costs, new products, services, or operating systems

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 Quality and Time Strategies

 Quality-based strategies
 Focuses on maintaining or improving the quality
of an organization’s products or services
 Quality at the source
 Time-based strategies
 Focuses on reduction of time needed to
accomplish tasks

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 Productivity
 Productivity
 A measure of the effective use of resources,
usually expressed as the ratio of output to
input
 Productivity ratios are used for
 Planning workforce requirements
 Scheduling equipment
 Financial analysis

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 Garments produced 100,000 shirts [100 TAKA PER SHIRT]

 Using RM 500 kg fabric

 100 machine hours
 250 Labor Hours [ per LH @ 5 taka]

 Labor Prod = Output / Input

 = 100,000 shirts X 100 TAKA / (250 LH x 5)
 =100,00,000 TAKA / 1250 taka LC
 = 8000 TAKA / taka LC or 80 shirts per taka LC

 LH Productivity = 400 shirts / LH

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 Garments produced 100,000 shirts
 Using 500 kg fabric
 100 machine hours
 250 Labor Hours
 = 1000 shirts / MH

 DA = 120,000 shirts (1200 MH)

 DB = 75,000 shirts (750 MH)
 DC= 180,000 shirts (1800 MH)
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 P-A = 1.75 tk / 1 invest
 P-B = 1.22 tk / 1 invest
 P-C= 0.79 tk / 1 invest

Per MH costs 2 taka

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 Product A (produced 10,000 units)

 Input:
 raw material 1 (500 kg used), @ 2tk/kg
 raw material 2 (2500 kg used), @1tk/kg
 Overhead (5000 taka spent),
 Labor (125 labor hours used), @5tk/LH
 Machine (50 hours)

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 What is labor+RM productivity?
 Prod = output / input

=10,000 units / (125 LH+500kg RM1+2500kg RM2)
=10,000 units / (625tk LH+1000tk RM1+2500tk RM2)
=10,000 units / 4125tk input costs
= 2.42 unit per tk input cost

= 2.42 units/ input cost

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 Productivity

 Partial measures
 output/(single input)
 Multi-factor measures
 output/(multiple inputs)
 Total measure
 output/(total inputs)
Outputs
Productivity =
Inputs

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 Productivity Growth

Productivity Growth =
Current Period Productivity – Previous Period Productivity
Previous Period Productivity

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 2019= 2.50
 2020= 3.00

 [{ (2020 – 2019) / 2019} X 100 ]

 (3.00 – 2.50) / 2.50
 (0.50/2.50) X 100
 0.20 X 100

 20%
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 Measures of Productivity

Partial Output Output Output Output

measures Labor Machine Capital Energy

Multifactor Output Output

measures Labor + Machine Labor + Capital + Energy

Total Goods or Services Produced

measure All inputs used to produce them

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Examples of Partial Productivity Measures

Labor Units of output per labor hour

Units of output per shift
Productivity Value-added per labor hour

Machine Units of output per machine hour

machine hour
Productivity
Capital Units of output per dollar input
Monetary value of output per dollar input
Productivity
Energy Units of output per kilowatt-hour
Monetary value of output per kilowatt-hour
Productivity
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 Example 3

7040 Units Produced

Cost of labor of Tk. 1,000

Cost of materials: Tk. 520

Cost of overhead: Tk. 2,000

What is the multifactor productivity?

Ans. 2.0 units per Taka of input
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 Example 3 Solution

MFP = Output
Labor + Materials + Overhead

MFP = (7040 units)

1000 + 520 + 2000

MFP = 2.0 units per Taka of input

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 Process Yield
 Process yield is the ratio of output of good
product to input
 Defective product is not included in the
output

 Service example:
 Ratio of number of students admitted to the
number of students applied

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Factors Affecting Productivity

Capital Quality

Technology Management

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 Other Factors Affecting Productivity

 Standardization
 Quality
 Use of Internet
 Computer viruses
 Searching for lost or misplaced items
 Scrap rates
 New workers

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 Other Factors Affecting Productivity

 Safety
 Shortage of IT workers
 Layoffs
 Labor turnover
 Design of the workspace
 Incentive plans that reward productivity

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 Improving Productivity

 Develop productivity measures

 Determine critical (bottleneck) operations
 Develop methods for productivity
improvements
 Establish reasonable goals
 Get management support
 Measure and publicize improvements
 Don’t confuse productivity with efficiency

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 REVIEW QUESTIONS
 Define
 Competitiveness, Core Competencies, Competitive
Advantage, Strategic Advantage, Environmental
Scanning, Operations Strategy, Productivity.

 Differentiate
 Competitive Advantage vs. Core Competencies
 Order Qualifiers vs. Order Winners
 Quality Based Strategy vs. Time Based Strategy

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 REVIEW QUESTIONS
 Short Questions
 What are the factors that affect Productivity? (page 60)
 How can you improve productivity? (page 61-62)
 What are the factors that affect Competitiveness? (page 42)
 Why do organizations fail? (page 43)

 Maths
 Examples: 2 & 3 (Page 58-59)
 Solved Problems: 1 to 4 (page 63-64)
 Practice Problems: 1 to 9 (page 65-66)

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