International Operations Management
Operations management is concerned with managing processes, and how organisations capture value in the production of goods and delivery of services. This field of study is applicable in manufacturing and the service sector, from small retailers and professionals to banks and insurance companies, hospitals and utilities. We study how firms achieve competitive success through improving the processes involved in delivering their products and services, and reducing costs through increased efficiencies. The module covers operations strategy, process design, capacity planning, project management, quality, supply chain management, and improving how the product/service is delivered. We draw upon case studies from around the world, focusing on businesses and government service operations which draw upon the opportunities and added dynamics of managing operations in an international market place.
Diversity is encouraged and celebrated through the analysis of a wide range of global case studies and examples. Operations plays a key role in identifying how the traditional distinction between countries being ‘developed’ or ‘less developed’ is being replaced by ‘innovation rich’ vs. ‘innovation poor’ countries.
Sustainable supply chain frameworks and management philosophies are an essential feature of operations management through the provision of modern and eco-efficient customer solutions.
The lecturing team draws on theoretical frameworks, mathematical approaches and industrial practice from the perspective of extensive theoretical and practical experience. Teaching is based on lecturers’ published research as well as their involvement with operations management practice.
You develop your skills in knowledge acquisition, comprehension, application, analysis, synthesis and evaluation (the factors are known as Bloom’s taxonomy).
Full module specification
|Module title:||International Operations Management|
|Duration of module:||
Duration (weeks) - term 2: |
This unit aims to develop understanding of the nature of global markets, and focal firms’ international operations in such markets. The unit aims to explore the concepts and practical issues surrounding international and global operations and strategic management, which include three key parts: supply chain collaboration (ownership expansion), geographic dispersion and ecosystem virtualisation. It aims to identify, analyse and evaluate infrastructures, resources, processes and mechanisms crucial to the growth and sustainability of business operations in a global setting.
ILO: Module-specific skills
- 1. understand the major theories, concepts and practices of operations management from the perspective of transformational activities in an international context
- 2. synthesise from a range of approaches to operations strategy and apply them to a variety of problem contexts
- 3. analyse complex operations using the concepts of supply chains and quantitative techniques
- 4. evaluate the effectiveness of operations management practices in a wide range of manufacturing and service organisations and sectors
ILO: Discipline-specific skills
- 5. demonstrate an understanding of theoretical principles through application to organisational problems
- 6. analyse and challenge organisational practices using systems concepts
ILO: Personal and key skills
- 7. present analytical findings in written and oral formats
- 8. critically evaluate alternative approaches
- 9. generate and record reflective observations
- 10. undertake research to gather secondary evidence from both library and internet resources
- 11. engage in debate to challenge academic enquiry
- 12. manage time and work to specified deadlines
Learning activities and teaching methods (given in hours of study time)
|Scheduled Learning and Teaching Activities||Guided independent study||Placement / study abroad|
Details of learning activities and teaching methods
|Category||Hours of study time||Description|
|Contact Hours||22||Lecutres (2 hours per lecture)|
|Contact Hours||5||Tutorials (1 hour per tutorial)|
|Form of assessment||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Tutorial-based case study analysis||5 x 1 hour sessions||1,2,3,4,5,6,7,8,9,10, 11||Oral feedback in tutorial session|
|Tutorial assignment||5 minute presentations||1,4,5,6,7,9,10,12||Peer feedback with guidance from tutor|
Summative assessment (% of credit)
|Coursework||Written exams||Practical exams|
Details of summative assessment
|Form of assessment||% of credit||Size of the assessment (eg length / duration)||ILOs assessed||Feedback method|
|Group assessment (groups of 3 students)||25||1,000 words||1,3,5,8,10,11,12||Assessment grade and formative feedback|
|Examination||75||2 hours||1,2,3,4,5,6,7||Assessment grade|
Details of re-assessment (where required by referral or deferral)
|Original form of assessment||Form of re-assessment||ILOs re-assessed||Timescale for re-assessment|
|Group assessment||Individual essay (1,000 words)||1,3,5,8,10,11,12||July|
|Examination||Resit examination||1,2,3,4,5,6,7||August referral period|
- Introduction to operations management
- The role operations of in organisational performance
- The strategic contribution of operations management
- Product/service and process design
- Project management
- Strategic capacity management
- Facilities layout
- Service processes
- Quality management
- Supply chains, inventory management and materials requirements planning
Indicative learning resources - Basic reading
Brown, S., Bessant, J. and Lamming, R. (2013). Strategic Operations Management, 3rd edition, Abingdon: Routledge.
Johnsen,T.E., Howard, M. and Miemczyk,J. (2014) Purchasing and Supply Chain Management, 1st edition, Abingdon: Routledge.
Slack, N., Brandon-Jones, A. and Johnston, R. (2013) Operations Management, 7th edition, Essex: FT Prentice Hall.
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