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Operations Management (OM) plans and coordinates all activities in the process of producing and delivering products (goods and services). Effective operations management is a key ingredient of success in most industries. Achieving operations excellence is one of the most essential strategies to improve efficiency and gain a competitive advantage. The goal of this course is to introduce us to the fundamental concepts, problems, and strategies in the operations function of a firm. This course will cover a mix of qualitative and quantitative methods that provide the necessary tools to make intelligent decisions in operations.
运营管理 (OM) 计划和协调生产和交付产品（货物和服务）过程中的所有活动。有效的运营管理是大多数行业成功的关键因素。实现卓越运营是提高效率和获得竞争优势的最重要策略之一。本课程的目标是介绍公司运营职能中的基本概念、问题、和策略。本课程将涵盖定性和定量方法的结合，为在运营中做出明智的决策提供必要的工具。
Resourceful companies today must successfully manage the entire supply flow, from the sources of the firm, through the value-added processes of the firm, and on to the customers of the firm. The fifteenth edition of Operations and Supply Chain Management provides well-balanced coverage of managing people and applying sophisticated technology to operations and supply chain management.
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The book is one of the most authoritative and cutting-edge books aimed at the MBA in Operations Management. The book requires us to conduct rigorous analysis without requiring the consistent use of complex mathematical models to do so. When quantitative tools or formal modelling are used, it is only to conduct the analysis necessary to inform and support practical business solutions. The guiding principle in developing "matching supply and demand" is "real business, real solutions"." Real business" means that most of the chapters in this book are written from the perspective of a particular company, bringing the material to life by discussing it in a real-world context.
The book provides the reader with a comprehensive framework for addressing operational processes and supply chain issues. It takes a systematic approach while focusing on matters of current interest.
