Operations Management in Fast Food Service Industry

Running head: OPERATIONS MANAGEMENT
OPERATIONS MANAGEMENT
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1OPERATIONS MANAGEMENT
Introduction
The competence level of every organization to generate profit and develop sustainability
in this competitive globalized market revolves around its level of skill and ability to execute its
operational performance in effective manner (Seuring, 2013). Though the term Operations
Management has undergone a significant industrial revolution in recent times, it is identified as
an effective approach for executing various resources within an organization (Lovelock &
Patterson, 2015). Operations Management is further identified as a systematic approach which
aims to address critical areas of issues vital to the developmental process which tends to alter
some inputs into output which are constructive and can further attain greater amount of revenues
for the organization. As the principle situation for a business enterprise is to attain a combination
of supply and demand, obtaining excess rate of supply or surplus capacity results to be wasteful
or costly. While operations function has been considered to be accountable for producing
products or delivering services, such a systematic approach necessitates the support and input
from other areas of the organization (Dahlgaard et al., 2013). It has been observed that operations
has been responsible for dependable on the production of goods and products and further
providing the services offered by the organization.
Hence, the efficient approach of operations management has been identified as a
management system of processes which create goods or product services. It is further to note that
operations and supply chains have been intrinsically associated and no significant business
enterprises have their existence without the both (Christopher, 2016). A supply chain is
identified as a sequence of organizations comprising of facilities, functions and business
operations which are associated with the production and service delivery (Mellor, Hao & Zhang,
2014). The report evaluates on the operational management function of fast food service industry

2OPERATIONS MANAGEMENT
and further illustrating their association to process of decision-making and value chain. In
addition to this, the paper will explicitly evaluate the theoretical aspects and methodologies
integrated in the decision-making in operations process planning and further intend to assess the
role of operation management in the strategic management of organizations pertaining in fast
food sector of Australia as well as the supply chain procedures of the organizations.
Scope of Operations Management
It is important to observe that the extent of operations of management constitutes an array
of people who are engaged in the process of product and service design along with excellence
improvement of the organizations’ product and service range (Seuring, 2013). Operation
management primarily incorporates several interrelated activities such as forecasting, capacity
evaluation, managing inventories and further strategizing areas to locate facilities and services
(Osborne, Radnor & Nasi, 2013). The operations functions primarily comprises of all actions
which are directly associated in goods and service delivery thus has its significance in both
manufacturing operations such as goods-oriented and in areas dealing with food handling and
retailing as service-oriented (Christopher, 2016). As fast food delivery sectors continue to
sustain, several business enterprises have been compelled to establish advanced and unique
technologies and mechanisms in order to integrate operational facilities and marketing efforts
within the business activities (Hungry Jacks, 2018). Consumers in this globalized era have been
showing higher degree of inclination and preferences towards convenience of food being
delivered in accordance to their expediency and ease (Carroll & Buchholtz, 2014).
Thus it has been critical for fast food service sectors of Australia as well as other nations
to ensure that these business enterprises attain or surpass the vital demands associated with their

3OPERATIONS MANAGEMENT
significant marketing initiatives (Osborne, Radnor & Nasi, 2013). However, such approaches are
only effective if marketing and operations system have successfully incorporated which further
tends to condense the delivery estimated time and expectancy of the companies (Lee, Kao &
Yang, 2014). Furthermore, the adoption of this approach has been identified to be constructively
been integrated with the level of development of general performance with a greater degree of
operational efficiency along with improved financial outcomes (Bon & Mustafa, 2013). It has
been observed that such constructive and effective association tends to elevate the growth of
manufacturing sector when managers utilize a reward system that is based on the operation
management outcomes (Hill, 2017).
Factors influencing Production/Operations Management
Source: (Soroudi & Amraee, 2013)