An analysis of the four areas of operations management
You are required to collect secondary data relating to the organisation’s operations and provide an analysis of the areas (1) – (4) below. Secondary data can include information from sources such as annual report and financial statements, newspaper articles, academic readings, industry reports or any other resources relating to the organisation that you can find online or through the LSE Library. Inaddition to secondary data sources, you can use primary data sources (e.g., an interview or observations from a site visit) to support your arguments. However, you cannot rely solely on primary data sources for your analysis. Use of primary data sources is entirely optional. You will not necessarily get any extra credit for this. Your submissions will be judged at their own merit for the quality of the analysis and argumentation.
The organisation has provided some sample questions for each of these four areas. These questions are given to you as a guide, and you do not necessarily have to address them all. You can determine the key aspects that are critical to the organisation’s operations after your data collection and research, and focus your analysis on these key aspects within each of the four areas. Make sure you support your analysis for each of these four areas with evidence from the data you have collected and from relevant MG104 course materials.
(1)  Operations strategy
e.g., What are the operations performance objectives of the organisation? Is the operations
strategy of the organisation aligned with these objectives? Is the operations strategy sustainable?
(2) Operational processes
e.g., What are the key processes for the organisation’s operations? To what extent are these
processes standardised? Is the design of processes aligned with the organisation’s operations
strategy?
(3)Supply chains
e.g., What is the supply chain for this organisation? How is the supply chain organised and
managed? What choices does this organisation make about managing their inventory?
(4) Operational improvements
e.g., Does the organisation implement any lean operations practices? Which design quality
dimensions does this organisation focus on? How do they monitor and control quality?