Track: Operations Management

Abstract

It is proposed to update the classic Operations Strategy Model of Horte, Lindberg, Tunalv (1987) based on qualitative research in market leading companies. The data were obtained through bibliographic research, semi-structured interviews, documentary consultation and systematic observations. The results point to include: (a) in the ‘Corporate Objectives’ Sustainability in addition to growth, profitability etc.; (b) in ‘Competitive Analysis’, business model, legislation, positioning in the supply chain, industry and stackholders trends and environmental, social, political and economic issues, together the currents market niches and trends of competitors; (c) in the ‘Competitive Strategy’, Creation of Shared Value, and unfolding of Sustainability (Triple Bottom Line / TBL, Environmental, Social and Governance / ESG and Sustainable Development Goals / SDG-UN), and the generic strategy by Hayes et al (2005) Low Cost and High Volume, Product Innovation and Customized Service in Select Niches, in addition to the currents Leadership in Cost, Differentiation and Focus; (d) in the ‘Operations Strategy’, Environmental Factor, Innovation and Service, among the Manufacturing Objectives now called Competitive Priorities, maintaining the traditional Cost, Flexibility, Quality and Delivery; (e) new areas of ‘Infrastructure’ decision, Environmental Management and Supply Chain Management, and change the mention PICS to PCP and WorkForce for People Management/HR.