Module 200: Operations Management
200.1 Operations Strategies
200.1.1 Discuss the primary objectives of an operations and supply chain strategy
200.1.2 Discuss the major types of decision variables in operations and supply chain, such as customer value, performance dimensions, strategic alignment, and core competencies
200.2 Just-in-Time and Lean Operations
200.2.1 Define the lean philosophy of just-in-time (JIT) production and the kanban production techniques
200.2.2 Discuss the lean perspective on waste and identify the major forms of waste
200.2.3 Discuss the lean perspective on inventory, including lean six sigma
200.2.4 Describe the kanban systems to control production and inventory levels
200.3 Demand Forecasting
200.3.1 Define a forecast with its types and laws of forecasting
200.3.2 Discuss both quantitative and qualitative forecasting methods
200.4 Product, Service, and Process Design
200.4.1 Distinguish between product design and product development process and explain the major reasons for developing new products and services
200.4.2 Describe the major dimensions of product design, such as repeatability, testability, serviceability, product volumes, product costs, and match between the design and existing capabilities
200.4.3 Describe the major phases of product and service development, such as concept development, planning, design and development, commercial preparation, and launch
200.4.4 Define the organizational roles in the product and service development process, including engineering, marketing, accounting, finance, designers and engineers, purchasing, and suppliers
200.4.5 Describe some of the more common approaches to improving product and service design, such as DMADV, QFD, CAD/CAM, DFM, DFMt, DFSS, DFE, target costing, and value analysis
200.5 Supply Chain Management
200.5.1 Define supply chain management with its physical flows, information flows, and monetary flows
200.5.2 Describe the supply chain operations reference (SCOR) model with standard processes, relationships, and metrics
200.5.3 Describe the major activities in operations and supply chain functions
200.6 Sales and Operations Planning
200.6.1 Describe the role of sales and operations planning (S&OP) in a manufacturing firm's planning cycle
200.6.2 Discuss the major approaches to S&OP, including top-down and bottom-up planning; level, chase, and mixed production plans; and cash flow analysis
200.6.3 Lean how to organize and implement the S&OP in a manufacturing firm
200.6.4 Learn how to use the S&OP options in a service firm, such as sales match capacity and capacity match sales
200.6.5 Describe yield management and link the S&OP throughout the service supply chain
200.7 Capacity Management
200.7.1 Define capacity and learn how to measure the theoretical and rated capacity after considering the factors that affect capacity
200.7.2 Understand the common strategies for timing of capacity expansions, such as lead, lag, and match strategy
200.7.3 Learn how to evaluate capacity alternatives by considering the cost and demand factors and by applying the decision trees and breakeven analysis techniques
200.7.4 Learn the advanced perspectives on capacity by applying the Theory of Constraints, waiting line theory, and learning curves
200.8 Inventory Management
200.8.1 Describe the various roles of inventory, including the different types of inventory and inventory drivers
200.8.2 Distinguish between independent demand inventory and dependent demand inventory
200.8.3 Calculate the restocking level for a periodic review system
200.8.4 Calculate the economic order quantity (EOQ), reorder point, safety stock, best order quantity with volume discounts in a continuous review system
200.8.5 Calculate the target service level and the target stocking point for a single-period inventory system
200.8.6 Describe the bullwhip effect, inventory positioning issues, and the impact of transportation, packaging, and material handling considerations on inventory decisions
200.9 Materials Management
200.9.1 Explain the linkage between sales and operations planning (S&OP) and master scheduling
200.9.2 Explain the linkage between master scheduling and material requirements planning (MRP)
200.9.3 Explain the linkage between MRP and production activity control (PAC) and vendor order management systems and understand job sequencing rules and critical ratio
200.9.4 Explain how distribution requirements planning (DRP) helps synchronize the supply chain partners at the master schedule level
200.10 Purchasing and Procurement Management
200.10.1 Understand why purchasing is critical, including its financial and performance impacts
200.10.2 Describe the various steps of the purchasing process, including needs identification, item description, supplier selection and contracting, ordering, receiving, and payment
200.10.3 Explain the concepts such as spend analysis and purchase consolidation
200.11 Logistics Management
200.11.1 Define logistics management and discuss its impact on cost, flexibility, and delivery performance factors
200.11.2 Discuss the logistics decision areas such as identifying and selecting transportation modes, warehousing, material handling and packaging, and inventory management
200.11.3 Discuss the purpose of a logistics strategy with different transportation and warehousing options
200.11.4 Learn how to measure logistics performance including landed costs
200.11.5 Define reverse logistics systems with their unique challenges
200.12 Insourcing and Outsourcing
200.12.1 Understand the sourcing decisions regarding products and services and discuss the advantages and disadvantages of insourcing and outsourcing options
200.12.2 Learn how to perform a total cost analysis by identifying all costs associated with various sourcing options
200.12.3 Discuss various sourcing strategies using sourcing portfolio analysis and explain single or multiple sourcing, cross sourcing, and dual sourcing
200.12.4 Learn how to evaluate suppliers using the weighted-point evaluation system
200.12.5 Identify the trends in supply management including supply base reduction, global sourcing, and supply chain disruptions
200.13 Service and Retail Management
200.13.1 Define value and discuss a model of service value
200.13.2 Formulate a competitive service strategy
200.13.3 Discuss the primary characteristics of services, such as intangibility, inseparability, perishability, and variability
200.13.4 Define retailing, consider it from various perspectives, demonstrate its impact, and note its special characteristics
200.13.5 Explain the concept of retail strategic planning
200.13.6 Discuss the retailing concept, total retail experience, customer service, and relationship retailing
200.13.7 Define a customer value and a retail value chain
200.13.8 Discuss the retailer relationships with customers and channel partners
200.13.9 Examine the differences in relationship building between goods and service retailers
200.13.10 Discuss the impact of technology on relationships in retailing
200.13.11 Understand the interplay between retailers' ethical performance and relationships in retailing
