2 credits
Spring 2025 Lecture
In recent years many firms have rediscovered manufacturing and operations as a potential source of strategic advantage. In general, these firms have sought to develop capabilities in operations which provide a sustainable advantage in the marketplace. In addition, successful firms have developed processes for understanding the cross-functional implications of product and process choices. In this course, we will seek to understand the circumstances under which particular operating capabilities are most beneficial and how such capabilities can be developed so that operations can be exploited for competitive advantage. Concurrent Prerequisite: MGMT 61000, 65000, 66000.
Learning Outcomes1Identify a fit between Competitive Priorities and Operational Choices by showing how such a fit is accomplished in case analysis and write-ups and understanding pressures to change competitive priorities or operational choices.
2Establish how capabilities emerge over time and enable a trajectory of competitive advantage by showing how capabilities create options to change tradeoffs in competitive priorities in case analysis and write-ups and identifying financial implications of pursuing one competitive priority vs another.
3Use financial analysis and discussion of capabilities to argue for investment choices in case analysis.
4Understand benefits of different approaches to supplier alliances. Consider tradeoffs in governance cost, production cost, long term efficiency and responsiveness in arms length, vertically integrated, and third way supplier partnerships in case analysis.
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