By Karl Marx,Jenny Marx,Friedrich Engels
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Additional resources for Lettres à Kugelmann
In this chapter, we will describe how businesses actually create strategies and how operations and supply chain strategies fit within the larger process. The second half of the chapter is devoted exclusively to the topic of operations and supply chain strategy. We will discuss the three main objectives of operations and supply chain strategy and consider some of the decisions managers face in developing and implementing their strategies. Throughout this discussion, we will stress the key role operations and supply chains play in creating value for the customer.
The only way to get the material was through a third-party supplier—a book-printing firm—in the United States, says Andy Murer, LeapFrog’s vice president of operations. S. company to do the printing as well. That decision added 50 cents to 60 cents per book in production costs, but it was worth it to preserve the company’s long-term image, Mr. Murer says. Logistics The toughest and most costly decision for LeapFrog was to use air freight to respond to shortages. That happened around September 21, when retail sales of the $35 LittleTouch began to flatten because of scarce inventory.
Give some examples to support your answer. 2. 3. Think of all the different services provided by a typical college. How many can you name? What resources are required to perform these services? —for these services? 3. 4. ” Can you think of an example where poor operations or supply chain management undercut a business? PROBLEMS 1. 1. Visit the Web sites for the professional organizations listed in the chapter. Who are their target audiences? Are some more focused on purchasing professionals, or logistics professionals?