À propos de ce cours : Over the past several decades, operations strategy has played an increasingly important role in business’ success. In this course, we will equip you with concepts and tools to build operations in a way that not only supports your competitive strategy, but also allows you to create new opportunities in the market place. Scaling operations: Linking strategy and execution is a five-week course dedicated to making strategic decisions that are grounded in operational reality. Together, we will study how to build and evaluate the “operating system” of the firm to maximize value. This involves tailoring the firm’s operational competencies, assets, and processes to a specific business strategy. Each week, we’ll explore case studies, engage in discussions and examine realistic data. Thanks to our data-driven approach, you’ll be able to implement your learning directly into practice. At the end of this course, you’ll be ready to build an effective, actionable plan to scale your department or organization.

Créé par : Université Northwestern

Enseigné par : Gad Allon, Professor of Managerial Economics and Decision Sciences
Enseigné par : Jan A. Van Mieghem, Harold L. Stuart Professor of Managerial Economics; Professor of Operations Management

Engagement	2-4 hours/week
Langue	English
Comment réussir	Réussissez tous les devoirs notés pour terminer le cours.
Notes des utilisateurs	4.6 étoiles Note moyenne des utilisateurs 4.6Voir ce que disent les étudiants

Programme de cours

SEMAINE 1

The VCAP Framework

We start by explaining the concepts of operating systems and operations strategy. Then we introduce the main "VCAP" framework, which connects the key components of operations strategy and identifies three main views to analyze it. The module also describes the key decisions related to operations strategy. Several examples illustrate the impact of operations strategy and the importance of tailoring to increase value and alignment.

4 vidéos, 6 lectures

Vidéo: 1.1 Introduction and Motivation
Vidéo: 1.2 Scalability
Vidéo: 1.3 Operations Strategy
Vidéo: 1.4 Adopting a Resource, Process, and Capability View
Reading: Syllabus
Reading: Grading and Logistics
Reading: Meet Your Professors
Reading: Recommended Textbook
Peer Review: Coursera Case Study (not graded)
Reading: Lecture Slides
Reading: Glossary

Noté: The VCAP Framework

SEMAINE 2

Value Creation and Operations: The Investor View

We start by reviewing the main idea of using operations to create value (and the VCAP framework). We briefly discuss the key questions and introduce the main firm we are going to use (the Mafia restaurant chain). We discuss the key idea of measuring financial return (EVA and ROIC). Then we introduce the main tool, the ROIC tree. We apply the ROIC tree to the firm and discuss the steps: constructing the tree, identifying metrics, assessing impact (sensitivity analysis), building a growth plan and communicating the narrative.

4 vidéos, 3 lectures

Vidéo: 2.1 Introduction and Motivation
Vidéo: 2.2 Quantifying Value
Vidéo: 2.3 Linking ROIC to Operations with a ROIC Tree
Vidéo: 2.4 Planning Scalable Growth in the ROIC Tree and Summary
Reading: Quiz 2 Image Prompt
Reading: Lecture Slides
Reading: Glossary

Noté: Value Creation and Operations: The Investor View

Noté: Waste Wizard Case Study

SEMAINE 3

Capabilities and Competition: Defensibility and Trade-offs

Module 1 introduced the capability view of operations as the natural link between competitive strategy and operations. In this module we will investigate this link in greater depth and use the capability view to assess the competitive risk the firm faces. A good operations strategy clearly stipulates which capabilities are critical and which are of secondary importance. One can't have it all: operational capabilities exhibit trade-offs and superior performance requires making choices. But where do these trade-offs come from and how can operations shape them to our competitive advantage? That is the subject of this module. We will outline the main challenge; develop the framework, and the use a simple case to illustrate it.

4 vidéos, 3 lectures

Vidéo: 3.1 Introduction and Motivation
Vidéo: 3.2 The Concept of Tradeoff Curves
Vidéo: 3.3 Tradeoff Curves to Analyze Competitive Threat
Vidéo: 3.4 Example: Sugar and Spice
Reading: Sugar & Spice Desserts
Peer Review: FleetComm (not graded)
Reading: Lecture Slides
Reading: Glossary

Noté: Quiz 3

SEMAINE 4

Process Strategy: Strategic Sourcing

In the previous modules, we introduced the VCAP framework for operations strategy and studied value and capabilities. We learned how to invest assets in the face of uncertain demand. Now we turn our attention to structuring operational processes. In this module, we will analyze two essential components of operations strategy: the questions of who should perform an activity or process in the value chain, and how we should manage the supply relationship.

4 vidéos, 2 lectures

Vidéo: 4.1 Introduction and Motivation
Vidéo: 4.2 Forecasting and Modeling Uncertainty
Vidéo: 4.3 Tools to Incorporate Uncertainty into Capacity Analysis
Vidéo: 4.4 Optimal Capacity Sizing
Reading: Lecture Slides
Reading: Glossary

Noté: Quiz 4

Noté: Sweet and Sour Tea

SEMAINE 5

Asset Strategy: Capacity Sizing

Modules 1 through 3 of the course introduced the VCAP framework for operations strategy and outlined the main diagnostic tools. We discussed how operations create value V and the role of capabilities in a competitive environment. In this module, we adopt the resource view and turn our attention to the assets that comprise the operating system of the firm. We start with the capacity sizing and investment decision in this chapter. After discussing the key trade-offs and challenges in a capacity strategy, we study how uncertainty impacts capacity valuation. Maximizing this value suggests guidelines on how we can tailor an operation's capacity sizing decision.

4 vidéos, 2 lectures

Vidéo: 5.1 Introduction and Motivation
Vidéo: 5.2 The Spectrum of Sourcing Relationship
Vidéo: 5.3 A Framework for the Outsourcing Decision
Vidéo: 5.4 Total Cost of Ownership and Total Landed Cost
Reading: Lecture Slides
Reading: Glossary

Noté: Quiz 5

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Comment cela fonctionne

Coursework

Each course is like an interactive textbook, featuring pre-recorded videos, quizzes and projects.

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Créateurs

Université Northwestern

Northwestern University is a private research and teaching university with campuses in Evanston and Chicago, Illinois, and Doha, Qatar. Northwestern combines innovative teaching and pioneering research in a highly collaborative environment that transcends traditional academic boundaries.

Notation et examens

Note moyenne 4.6 sur 5 sur 56 notes

Worth to be done

This course is very practical. It tackles operation problems from different angles in a quantitative and qualitative way. The material is very well presented. The exercise is very practical and interesting. It's a must take course for any serious business leaders.

Great course, the model used by the authors is clear, practical and with sound fundamentals. I highly reccomend this course for Operations professionals looking for a different point of view on how you can create strategic value through operations management.