Strategic Operations Management

WAL-MART CHINA: SUSTAINABLE OPERATIONS STRATEGY
This case study focuses on aspects of Wal-Mart China’s operations in the context of the company’s desire to improve sustainability appropriate for its China’s operations. The main and immediate concern is how to define sustainability for the business and identify opportunities to improve Wal-Mart China’s operations for this purpose.
The following questions will help you to analyse the case. Using the case material provided and other resources explore the case and provide your views and analysis. Some further sources of information are given at the end of this document.
1-    Explore through the literature the concept of (Business) sustainability and explain it briefly. Also using references on Operations Strategy describe what sustainability in operations strategy means.
[30 marks]
2-    Discuss what “Sustainability” means to Wal-Mart, Wal-Mart China, and Wal-Mart China’s current and potential customers. What would you see to be a balanced definition of sustainability for the business? [Hint: comment first, why do, according to the case, customers in China patronise Wal-Mart China stores.]
[30 marks]
3-    Identify the distinguishing features of Wal-Mart China’s distribution system and operations. Explain how it achieves relatively high availability with similar levels of stock to other companies.
[30 marks]

4-    How sustainability should be incorporated in the process of selection and evaluation of suppliers/vendors?
[20 marks]
5-    How sustainability can be improved in Wal-Mart’s distribution and retail operations. [Hint: consider both cost saving and innovative initiatives].
[30 marks]
Total available mark is 150 including 10 marks for report presentation. This assignment will contribute 40% of the final module mark.
Note: make sure that you appropriately cite any additional material used to support your analysis.

Report guideline:
You should be aiming to produce a report within 2000-2500 words size, or EIGHT pages (main body).

Other readings relevant to the case:
•    Literature on sustainability and its implication for supply chain and retail operations
•    Books and articles on sustainable operations in China (Zhu and Sarkis; Zhu and Geng; Zhu et al)
•    Media articles on Wal-Mart China operations (Huffman)
•    Wal-Mart websites
•    Literature on innovative approaches in supply chain development such as Capgemini; Aberdeen Group.
•    Studies of Wal-Mart and China’s operations.

STRATEGIC OPERATIONS MANAGEMENT
STRATEGIC OPERATIONS MANAGEMENT
Coursework 1 2015
• Limit of 5000 words (+ 10%). However, abstract, tables, diagrams, references and appendices are not included. Please use Calibri font size 12 at 1.5 spacing throughout your report.
• The report must include responses to all of the elements set out in the Assignment Brief. This is an Operations Strategy assignment – please focus on operations management and resist the temptation to drift into more general management areas.

The Brief
Operations is at the core of organisations functioning in the Energy sector and managers must understand how developing and delivering the correct operations strategies will deliver tangible and sustained benefits to the organisation, by contributing directly to the achievement of wider corporate objectives. Using organisation of choice from the oil and gas or energy sectors (Chevron), please write each of the following in an essay format.

1. In order to achieve a sustainable alignment to its markets, the organisation must develop a dynamic and yet efficient operation that has strategic fit. Discuss why strategic fit and sustainability of alignment is important and explain the process of alignment formulation. (10% of score)
2. Critically analyse the role of operational performance criteria within Chevron Upstream Europe, including the implications of resource constraints, time-dependency and focus. (20% of score)
3. Critically evaluate the role that the operations strategy may play in helping Chevron organisation to develop and shape the nature of the supply network in which it operates. (20% of score)
4. The operations strategy is only as good as its implementation. Discuss this statement and critically comment on 5 main factors that can affect the implementation of the operation’s strategy in Chevron. (20% of score)

5. Critically evaluate one of the following aspects of operations management in terms of its relevance to the organisation’s operations strategy, including an explanation of why the Chief Operations Officer should have a good understanding of this aspect.
a. Assets management and maintenance
b. Capacity management
c. Project management
d. Materials management

STRATEGIC OPERATIONS MANAGEMENT
STRATEGIC OPERATIONS MANAGEMENT
Coursework 1 2015
• Limit of 5000 words (+ 10%). However, abstract, tables, diagrams, references and appendices are not included. Please use Calibri font size 12 at 1.5 spacing throughout your report.
• The report must include responses to all of the elements set out in the Assignment Brief. This is an Operations Strategy assignment – please focus on operations management and resist the temptation to drift into more general management areas.

The Brief
Operations is at the core of organisations functioning in the Energy sector and managers must understand how developing and delivering the correct operations strategies will deliver tangible and sustained benefits to the organisation, by contributing directly to the achievement of wider corporate objectives. Using organisation of choice from the oil and gas or energy sectors (Chevron), please write each of the following in an essay format.

1. In order to achieve a sustainable alignment to its markets, the organisation must develop a dynamic and yet efficient operation that has strategic fit. Discuss why strategic fit and sustainability of alignment is important and explain the process of alignment formulation. (10% of score)
2. Critically analyse the role of operational performance criteria within Chevron Upstream Europe, including the implications of resource constraints, time-dependency and focus. (20% of score)
3. Critically evaluate the role that the operations strategy may play in helping Chevron organisation to develop and shape the nature of the supply network in which it operates. (20% of score)
4. The operations strategy is only as good as its implementation. Discuss this statement and critically comment on 5 main factors that can affect the implementation of the operation’s strategy in Chevron. (20% of score)

5. Critically evaluate one of the following aspects of operations management in terms of its relevance to the organisation’s operations strategy, including an explanation of why the Chief Operations Officer should have a good understanding of this aspect.
a. Assets management and maintenance
b. Capacity management
c. Project management
d. Materials management