澳大利亚termpaper:研究战略规划财政利益

研究战略规划财政利益
Study into strategic planning for fiscal benefit

不断发展的当代全球化的经济体包括商业行为,意味着其产品和服务质量的持续改进，以满足和超越客户的期望来获得竞争优势。一个组织长期耐力和继续严重依赖其运营战略旨在加强组织定位,市场协同工作和提高生产率(Giannakis,Croom 2004,p.30)。商业组织设计经营策略取决于几个构成因素包括价格、质量、服务、灵活性和权衡(Svensson G,2002年,p.737)。组织维持在一个特定的细分市场,必须理解战略业务规划的力量的利用有价值的组织资源,增强财政利益。现在已经出现了几种操作范例在最近一段时间需要改进质量、提高响应能力和更短的交货时间以成本有效的方式(Chen and Paulraj 2004, p. 119).

1.1研究的目标

运营管理特别强调理论基础的操作策略是最重要的元素在一个组织的成功包括一系列贡献出具报告范例,帮助发展中国家和最合适的操作策略。供应链管理、质量和性能、容量规划和库存管理几方面已经在学术界广泛讨论和评价。通过供应链管理,一个组织将其流程和过程包括运输、物流和采购的功能与目的为客户增加价值通过材料从而应对需求模式,控制需求的不确定性,提高供应链中流动,有效地管理库存和康复服务水平(Chopra,Meindl 2004,p . 23)。质量管理范式要求组织东方经营程序和功能结构与最优资源以支持质量和创新的产品和服务通过嵌入系统管理方法拆除工人和管理者之间的壁垒,维护与供应商的长期合作关系,激发文化转变,专注于领导力建设(Koontz哈罗德等人。2004年,p.122)。

Continuously evolving globalised economies consist of contemporary business practices that implies for constant improvement in quality of their products and services in order to meet and exceed customer's expectation to gain competitive advantage. An organisation's long term endurance and continuation is heavily reliant upon its operational strategy which is meant to strengthen the organisational positioning, collaborative working and enhanced productivity in the market (Giannakis and Croom 2004, p. 30). Business organisations design their operational strategy depending upon several constituting factors which includes price, quality, service, flexibility and tradeoffs (Svensson, G., 2002, p. 737). For an organisation to sustain within a specific market segment, it is imperative to understand the power of strategic operational planning in terms of exploiting the valuable organisational resources for enhanced fiscal benefit. Several operational paradigms have been emerged in recent times necessitating improved quality, enhanced responsiveness and shorter lead time in a cost effective manner (Chen and Paulraj 2004, p. 119).

1.1研究的目标——1.1 Objectives of the Study

The theoretical underpinnings of operation management particularly emphasise on operational strategy as the most crucial element in an organisational success encompassing a range of contributing paradigms that helps in developing and strategising the most suitable operational policy. Supply chain management, quality and performance, capacity planning and inventory management are few areas that have been widely discussed and appraised in academics. Through supply chain management, an organisation integrates its processes and procedures including transportation, logistics and procurement functions with intent to add value to customers by pulling materials in response to demand patterns thereby, taking control of demand uncertainty, improving flows within supply chain, effectively managing inventory and convalescing the service levels (Chopra and Meindl 2004, p. 23). The quality management paradigm require the organisations to orient their operational, procedural and functional structures with optimum resources to support quality and innovation in their products and services by embedding a systemic managerial approach to demolish the barriers between workers and supervisors, to maintain long-term partnerships with suppliers, to inspire a cultural shift by concentrating on leadership building (Koontz, Harold et al. 2004, p. 122). The foundation of quality management is therefore deeply rooted in the organisational construct where process management takes place by internal and external collaboration of contented human resources. The concept of capacity planning is derived from the management's visionary role to increase the organisational internal and external supplying capabilities to stabilise the effects of continuing demands whereas, the inventory management monitors and determine the required inventory levels and stock replenishment by evaluating the extent of orders. The main objective of the report is to appraise the key concepts of operation management by specifically focusing on the discussed areas.

The report is designed to compare and contrast the theoretical approaches to operations management in two different types of organisations and to evaluate their organisational competitiveness, innovation and sustainability acquired through strategic operational planning.

2. 操作过程的识别——2. IDENTIFICATION OF OPERATIONAL PROCESS

Consumer's demand and buying behaviours are heavily influenced by the technological aspects, product design and quality of services therefore; business organisations operating within the contemporary globalised economies must be adequately equipped to counter the effects of changing trends. It has been studied that by incorporating an inter-disciplinary approach within the operational management strategy of an organisation in combination with the technical and relational aspects pertaining to the respective fields of system dynamics and collaboration, superior results can be obtained (Vaart and Pieter 2003). This segment of the report is designed to identify the operational activities of Wal-Mart and Amazon that are manufacturing and virtual organisations, respectively.

2.1 公司简介:沃尔玛——2.1 Company Profile: Wal-Mart
Wal-Mart is US-based retail supermarket founded by Sam Walton, that has been amongst the largest of the retailing stores across the globe that earned approximately $219.81 billion in financial year 2001-2002 and was also acknowledged as one of the largest private sector employer having a massive number of human resources i.e. 1.28 million, as per the global Fortune 500 list (Wal-Mart 2005). In accordance with the statistics Wal-Mart was operating 3,500 discount stores, clubs and supercentres in US and more than 1, 170 stores in almost all the developed countries across the world (Troy 2001). In accordance with its core organisational objectives the company has been focussed on enhanced productivity, improved sales, reduced costs, effectual supply chain management system and innovation.

2.1.1 企业与营销策略——Corporate & Marketing Strategy

Whilst maintaining its highly productive operational strategy, Wal-Mart employs three hard S's within their corporate policy which signifies strategy, system and structure (Troy 2001).

Wal-Mart pursues multiple strategies and believes in not to foray deep in the market unless it identifies a profitable market segment. Wal-Mart principally sells everyday consumer goods and then diversified into food business through a concentric strategy followed by recently adopted conglomerate strategy by stepping into the sales of used cars at few of its New York based stores which is slightly tricky in terms of necessitating adequate level of expertise before the company finally establishes. The company has also adopted a vertical integration strategy since it still falls short in growing crops and raising its own livestock however, Wal-Mart has been successfully maintaining a symbiotic relationship with its suppliers by analyzing and improving the manufacturing process (Thau 2001). Followed by its vertical integration strategy the company has introduced an autonomous brand i.e. Sam's Choice which sells products like soda, cereals and dog food. The most remarkable aspect of Wal-Mart's business strategy is maintaining its low cost leadership by interfering in the manufacturing cycle and exhibiting their influence on suppliers to reduce price for benefitting their target consumer base. Wal-Mart's strength lies within its corporate strategy that is aimed to maintain the most closely knitted suppliers and distributors network (Troy 2001). Critical analysis of Wal-Mart's corporate strategy reveals that the company has immense authority over its suppliers due to its humungous presence which serves as the most beneficial organisational aspect in terms of generating approximately quarter of their revenues as for instance, it has been studied that approximately 23% of Clorox's and 20% of Revlon's sales are generated by Wal-Mart, which is aggressively thriving (Useem 2003). It is however quiet interesting to note that despite of being controlled by Wal-Mart, its suppliers deem their relationship with the company equivalent to basic corporate training exercise which inspires them to adopt a relatively unusual business approach for long-term organisational benefit. The company also acknowledges the significance of internet-based technological developments and hence employs the most contemporary e-business and e-commerce practices for enhanced marketing, information sharing, waste reduction, inventory control and speedy deliveries (Thau 2001). With respect to the structural efficacy Wal-Mart has developed and integrated cross docking system in the warehouse which subsequently reduces the cost for inventory management. Parallel to its strategic organisational objectives, Wal-Mart strictly sticks to low-pricing marketing strategy which clearly reflects in its advertisements by the projection of homely milieu combined with simplicity (O'Brian 2000). Wal-Mart invests considerably less into advertisement as its far-reaching approach and low-pricing strategy has been entrenched within the consumer's market, pulling-in the maximum traffic to both the physical and virtual stores.