Operation Strategy

Course Objectives

The objective of this course is to teach students how operation management and supply chain management can be utilized when making managerial decisions. In this course, students will:  

  • learn about operating systems
  • analyze production process and study the impact of production management on quality and delivery
  • be introduced to theories such as bottleneck analysis and business process control
  • conduct repeated decision-making simulations under certain circumstances 
  • learn how to distinguish between organization’s operations and the company's competitive advantage.

This course is intended for those who wish to enhance their analytical abilities, perceptiveness and planning capabilities for implementing management strategy or who are concerned about their company's operation management.

 

Course Details

Programs: Full-time MBA, Part-time MBA, Pre-MBA
Discipline: Marketing and Strategy
Course Level: Fundamental Course
Required/Elective Course: Elective Course
Number of Credits: 1.5
Report: Day 4
Hours Per Class: 3 hours
Class Capacity: 35 (Part-time MBA)

 

Recommended Preliminary Courses

- Critical Thinking
- Marketing I

 

Theme/Reading Materials

Day 1
Session A
THEME Production Process, Production Management and Productivity Analysis
CASE ・Donner Company
Session B
THEME Production Process, Production Management and Productivity Analysis (Continued)
CASE ・Donner Company
 
Day 2
Session A
THEME Bottleneck Analysis and Business Process Control
CASE ・National Cranberry Cooperative, 1996
Session B
THEME Bottleneck Analysis and Business Process Control (Continued)
CASE ・National Cranberry Cooperative, 1996
 
Day 3
Session A
THEME Operating System
CASE ・Burger King Corporation
・McDonald’s Corporation (Condensed)
Session B
THEME Operating System (Continued)
CASE ・Burger King Corporation
・McDonald’s Corporation (Condensed)
 
Day 4
Session A
THEME Production, Marketing and Distribution
CASE ・Benetton (A)
Session B
THEME Production, Marketing and Distribution (Continued)
CASE ・Benetton (A)
 
Day 5
Session A
THEME Operation in Automobile Production
CASE ・Toyota Motor Manufacturing, U.S.A., Inc.
Session B
THEME Operation in Automobile Production (Continued)
CASE ・Toyota Motor Manufacturing, U.S.A., Inc.
 
Day 6
Session A
THEME Enhancement of Competitiveness through Supply Chain Management
CASE ・Tanpin Kanri: Retail Practice at Seven-Eleven Japan
Session B
THEME Enhancement of Competitiveness through Supply Chain Management (Continued)
CASE ・Tanpin Kanri: Retail Practice at Seven-Eleven Japan

 

If you wish to start from the Pre-MBA,

Tuition Fee per course: 126,000 yen
Please find more about the Pre-MBA Program.

Course Schedule

Faculty

Akira Toda
Creation, Critical and Analytical Skills, Marketing and Strategy
After graduating from Sophia University, he joined Itochu Corporation, where he was involved in developing an IT/Telecommunication start-up business. He then moved to Boston Consulting Group specializing in financial strategy, start-up business development , and growth strategy for the information service, finance, and trading industries. At GLOBIS, Mr. Toda is involved in faculty recruitement and development as well as teaching in the GLOBIS Management School and GLOBIS University.
Torsten Kanisch
Marketing and Strategy, Organizational Behavior and HRM
“Not every company formulates a clear vision, but every business runs an operation! How well you do this and how well your operations tie to your vision and enable your business strategies is what sets good and great companies apart. In my class you will learn to connect the dots of how to go from the nitty-gritty of operations management to the grand scheme of creating competitive advantage through a differentiated, flawlessly and seamlessly implemented operations strategy.”
Jorge Calvo
Marketing and Strategy, Specialization
Under the new global paradigm of highly demanding customers, aggressive competitors and uncertainty reigning in many territories, being top of the class in one or two core company functions is not enough.
Mahendra Singh
Marketing and Strategy
The business environment is constantly changing due to many factors including disruptive innovations. While what you learn in Strategy, Marketing, HR and other courses is important, for operating in this dynamic environment it is more important to nurture your dynamic capabilities while learning. Current knowledge may become obsolete someday but your consciousness to the moment and the core learnings which you accumulate will help you to navigate through the dynamic changes in your life and business.

Faculty

Akira Toda
Akira Toda
Creation, Critical and Analytical Skills, Marketing and Strategy
After graduating from Sophia University, he joined Itochu Corporation, where he was involved in developing an IT/Telecommunication start-up business. He then moved to Boston Consulting Group specializing in financial strategy, start-up business development , and growth strategy for the information service, finance, and trading industries. At GLOBIS, Mr. Toda is involved in faculty recruitement and development as well as teaching in the GLOBIS Management School and GLOBIS University.
Torsten Kanisch
Torsten Kanisch
Marketing and Strategy, Organizational Behavior and HRM
“Not every company formulates a clear vision, but every business runs an operation! How well you do this and how well your operations tie to your vision and enable your business strategies is what sets good and great companies apart. In my class you will learn to connect the dots of how to go from the nitty-gritty of operations management to the grand scheme of creating competitive advantage through a differentiated, flawlessly and seamlessly implemented operations strategy.”
Jorge Calvo
Jorge Calvo
Marketing and Strategy, Specialization
Under the new global paradigm of highly demanding customers, aggressive competitors and uncertainty reigning in many territories, being top of the class in one or two core company functions is not enough.
Mahendra Singh
Mahendra Singh
Marketing and Strategy
The business environment is constantly changing due to many factors including disruptive innovations. While what you learn in Strategy, Marketing, HR and other courses is important, for operating in this dynamic environment it is more important to nurture your dynamic capabilities while learning. Current knowledge may become obsolete someday but your consciousness to the moment and the core learnings which you accumulate will help you to navigate through the dynamic changes in your life and business.