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The goal of this course is to learn how operations strategy can add value by tailoring a set of core principles to a specific business setting.
The course provides you with a framework to 1) formulate an operations strategy and 2) analyze, value, and optimize the key decisions involved in operations strategy. Our key evaluation metric will be how operations strategy impacts the net present value of the firm. The key decisions studied are choosing competitive operational competencies and benchmarking; capacity expansion, timing, flexibility, and location; sourcing and contracting; risk management and operational hedging; revenue management; improvement and learning.
This operations elective course builds on the core operations class and also assumes you are familiar with the basics of finance, economics, and strategy. The strategic decisions studied in this course require a detailed analysis and understanding of the underlying operations. Thus this course has a greater amount of concreteness and detail than a competitive strategy class.
Each topic will be discussed using a combination of models, case-discussions, readings and speakers. The anticipated mix for the course is 50-50 qualitative-quantitative. In a typical week we will cover one major case in-depth, supplemented by mini-lectures, presentations and qualitative discussions of other examples.
Intended Audience: Students interested in (1) operations and supply chain management, (2) general management, and (3) management consulting.
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