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Operation management (MO) : Assignment

   

Added on  2021-06-10

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ProgrammeMSc Management with StreamsModule nameOperation ManagementSchedule TermSpring 2020Student Reference Number (SRN) BP0230934Report/Assignment Title An Analysis Of The Operations Of StarbucksDate of Submission(Please attach the confirmation of any extension received) 23th September/2020Declaration of Original Work:I hereby declare that I have read and understood BPP’s regulations on plagiarism and that this is myoriginal work, researched, undertaken, completed and submitted in accordance with the requirementsof BPP School of Business and Technology.The word count, excluding contents table, bibliography and appendices, iswords. 3450.StudentReferenceNumber: BP0230934Date: 23/09/20201

MSc Management with StreamOperation ManagementSpring Term 2020Student Number : BP0230934Submission Date : 23th , September 2020Submission mode: Turnitin2

TABLE OF CONTENTSPAGEPart A- Comparing the Operations of Starbucks to that of Greggs1. Four Vs analysis of Starbucks and Greggs................................................................................................4-7VolumeVarietyVariation Visibility2. Performance Objectives Analysis of both the companies....................................................................8-103. Design Analysis.....................................................................................................................................11-12Starbucks Design Analysis9Gregg’s Design AnalysisPart B-The Operations of StarbucksOverview........................................................................................................................................................13Starbucks global operations strategy and surrounding macro-environment........................................13-15Key requirements, capabilities and challenges.......................................................................................15-16Analysis and evaluation of chosen operational area..............................................................................16-17Recommendations....................................................................................................................................17-18Conclusion......................................................................................................................................................193

References................................................................................................................................................20-21Part ASECTION 1: FOUR Vs. ANALYSIS OF STARBUCKS AND GREGGS Most modes of operation have a single factor in common; they always take and turn their 'input'into products (goods and services) such as resources, information, energy, equipment and time.They do this in different ways, and the 4 major aspects are called four Vs., Volume, Variety,Variation and Visibility. Ultimately, the accurate combination of these four features will decidehow best to design an organisational process for optimal performance. Usually, based on thesefour considerations, trade-off decisions would need to be taken with regard to operationsmanagement. In this section, I discuss the comparative study of the Starbucks and Gregg’s four-Vs. service. This is shown in below: 4

4 Vs. Diagram5

Volume:Businesses formulate their practices based on their amount of production and revenue. In thisrespect, the structure of the operation changes at the activity stage. Therefore, it is claimed thatcompanies with low volume sales or production have adjustable and dynamic operating practicesand high-volume companies go for mass customization and static operating processes (Parisio,Rikos and Glielmo 2016).Starbucks versus GreggsCompared to Greggs, Starbucks has a comparatively higher sale ratio based on price. TheStarbucks has a big brand name is the reason behind it. This high selling ratio also impacts theiroperation. Compared with Greggs, Starbucks has a very rigid menu and sells fewer items. Theyhave a low revenue ratio, which is why they have provided a range of food on their menu. Whena restaurant has a high volume of sales, the menu appears to be more rigid and organised.Otherwise, there would be a general stock-out scenario.Variety:Variety aspect means how much variety in a single product can be given by the business.Introducing various sizes and shapes of a single product, for example. Companies that havevariety in their goods and services tend to some degree to have flexible operations, the process isalways complicated, and the unit cost is high (Parisio, Rikos and Glielmo 2016).6

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