1. Beach, R., A.P. Muhlemann, D.H.R. Price, A. Paterson, and J.A. Sharp. Manufacturing Operations and Strategic Flexibility: Survey and Cases, International Journal of Operations and Production Management, 20, 1, 2016

a. This journal article outlines the need for flexible manufacturing operations throughout a supply chain. The journal emphasized globalization and its impact on the multinational organization. Here the article addresses many of the common problems associated with global supply chains and how inflexible they have become. The article calls for a much nimbler supply chain predicated on technology and constant information exchange for all stakeholder groups. This includes the suppliers, retailers, wholesalers, and customers. The article notes that constant communication through technology provides supply chains with a continuous stream of feedback and data, which can then be used to further improve efficiencies and data analytics within the organization.

2. Carter, P.J., R.M. Monczka, and J. Mossconi. Looking at the Future of Supply Management, Supply Chain Management Review, December 2020

a. This article looks to address how supply chains will evolve both domestically and internationally. Much like other industries, the article references the dramatic changes to supply chains that are occurring as a result of technological advancements. The article also details how data and data analytics will provide long term competitive advantages to organizations that learn how to properly harness its power to improve operations. The future of supply management, according to the article will be based on much lower inventory levels and much smarter procurement processes. Through data analytics a much more collaborative approach is needed between suppliers to orchestrate proper inventory levels and anticipated demand. Through this collaboration, supply chains will become much more dynamic in the future.

3. Chase. R.B., F.B. Jacob, and N.J. Aquilano. Operations Management for a Competitive Advantage, Eleventh Edition. New York: Irwin McGraw-Hill, 2017

a. This textbook provides a comprehensive overview of how companies can leverage their operations management infrastructure to create compelling competitive advantages. The text notes that operations management is now become much more critical to the overall competitive landscape and industries all look to streamline processes. Through the use of data analytics, research, and development, companies have now established strong competitive advantages relative to peers in the industry. The ability to be more efficient while also have low cost infrastructure allows many companies in price competitive fields to flourish. The text uses the example of Amazon and its ability to source, promote, and deliver with unparalleled speed and efficiency. Once the infrastructure was in place, older more archaic competitors were unable to match the overall value proposition of Amazon. As a result of their inability to adapt their supply chains and operations management infrastructure, many of these companies perished.

4. Dischinger, J., D.J. Closs, E. McCulloch, C. Speier, W. Grenoble, and D. Marshall. The Emerging Supply Chain Management Profession, Supply Chain Management Review, JanuaryFebruary 2020

a. This article details the changes within the skills needed for supply chain labor within a global context. The article notes that even small businesses have now become global as it relates to their operations. Individuals and sole proprietorships, through technology, have the ability to ship goods overseas. This has required a much more differentiated skills set for working in the supply chain and operations management field. As the article illustrates, individuals will need to have a much more technological focus. The ability to quickly adapt and change positions is also required. The article illustrates that an inquisitive mind that is predicated on relentless execution efficiencies is also needed.

5. Skinner, W. Manufacturing...

a. This textbook outline how corporate strategy and operations management are intertwined. Here the text details specific benefits of aligning corporate strategy with operations management. This is particularly important for capital intensive businesses the rely heavily on fixed cost investment. Due in part to the heavy capital requirements needed to successfully run the business, it is important that corporate strategy is aligned with operations management to insure adequate return on invested capital. Through coordinated efforts, corporate strategy can ensure profitable operations that can benefit from economies of scale. In addition, by aligning management bonuses and pay to successful operations management strategy, business owners can align management with outcomes related to corporate strategy. This alignment ultimately benefits all stakeholders involved in the operations and supply chain management segments.

2. Research paper: (2 Pages)

a. Topic: Continuous Transformation Process: Chapter 3, pg. 68

b. Write 800-900 words focusing on the key term provided. This needs to be a deep dive into one of the articles from part one of the instructions.

Continuous transformation process involves the use of operations techniques to allows operations to run continuously, 24 hours a day, 7 days a week. This process is particularly well suited for commodity like products with little to no differentiation between units. As there is little differentiation, operations management allows continuous and routine tasks to be performed throughout the day. This is due to commodity like nature of the product, assembly lines, or other processes do not need to be catered to changing product specifications.

In addition, many manufacturing firms require very large fixed cost investments. These investments include purchases of property, plant, and equipment. It also entails costs associated with maintenance capital expenditures, insurance, transportation costs, and security. Each of these costs are often included in the overall cost of the asset which can be very high. The cost for properly plant and equipment are often high due to the specialized nature of the asset and the unique specifications required. As a result of these high cost, continuous transformation processes require long and substantial operating times. These long operating times justify the high capital expenditures as more units can be produced over a given period. The more units that are produced the cheaper the per unit cost of each unit. This is because the capital invested is fixed irrespective of the amount of the units that are produced. With routine and commodity like products, the variable costs are relatively low. As a result, the more units that are produced, the more profitable the overall operations will be become. This concept is called economies of scale and is the foundational principle of the Continuous Transformation Process. As a result, the size and scales of the business operations is large determinant to how profitable the implementation of Continuous Transformation Process can become (Skinner, 2020)

Flow Shop is a natural extension of the continuous process management techniques. Here an additional lawyer of complexity is added as different operations are needed to complete a standardized process. Although multiple processes are needed, the general premise still remains. Here, the process is routine, dont require a large degree of differentiation, are require large amounts of fixed cost investment. The key differentiated aspect is that separate processes are needed to complete the overall manufacturing of the product. A common example is an automobile assemble line. Here, on an individual basis, the assembly is standardized and automated. However different operations are requiring additional operations to assemble certain elements of the vehicle. As a result, the vehicle is transferred from one flow to the next, to complete the overall manufacturing of the car. The primary disadvantage of this technique is that output is difficult to alter. In the case of the automobile, certain operations are dependent on the completion of other elements within the process (Beach, 2020). Even with separate operations, it is difficult…