Comprehensive Report: Operations Management at Marks & Spencer

This report provides a comprehensive analysis of the operations management practices at Marks & Spencer (M&S). It begins by introducing the concept of operations management and its importance in achieving business efficiency and profitability. The report then explores the transformation model, illustrating how M&S converts raw materials into finished goods and services. It examines key operational aspects, including main operations and operational typologies. The analysis further delves into operations performance, focusing on performance measurement and the five performance objectives, as well as volume variety dimensions. The report also discusses process design and analysis, including process mapping, to showcase how M&S optimizes its processes. Appendices provide additional details on the transformation model and operational typologies. The report concludes by emphasizing the significance of effective operations management for the success and growth of M&S in a competitive market.

MANAGEMENT OF
OPERATIONS

TABLE OF CONTENTS
INTRODUCTION:..........................................................................................................................3
1. Transformation model:.................................................................................................................3
1.2 Main operations:...............................................................................................................4
2. Operations performance:..............................................................................................................5
2.1 Performance measurement:..............................................................................................5
2.2 Five performance objectives:...........................................................................................5
2.3 Volume variety dimensions:.............................................................................................6
3. Process design and analysis:........................................................................................................6
3.1 Process mapping:..............................................................................................................6
CONCLUSION................................................................................................................................8
APPENDICES.................................................................................................................................9
1.1 Transformation model:.....................................................................................................9
1.2 Operational typologies:..................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION:
To reach the effectiveness and the efficiency of the company there is need of the
operation management in the business of the company because it administrates the practices of
the business in such as way to achieve the profits. Marks & Spencer is the multinational
company in the retail sector and there operations of the business focuses to achieve the profits if
the company by converting the raw material into the best products efficiently. Management
operations is the effective working of the management which design, control and direct the
process of the production make the best design of the products and services to achieve the
success and the growth of the M&S. The teams of the operation management aims to maintain
the cost and revenue for the increase in the net operating profits. It utilizes various resources
from different factors such as, material, staff, equipment, and the advanced technology. The main
aim of the operation management is to reach the success and the growth of the M&S by effective
techniques and the strategies of the business.
1. Transformation model:
As per views of Qin, S., and et.al., (2019) the transformation model is the structure which
helps the manager and the leader of the company to understand the operations of the business
and aims to effectively redesign the strategies. This transformation helps M&S to minimize the
operational errors and the complexity of business for the successful achievement of its goals in
the long run. The management of the operation in M&S transforms the raw material onto the
finished for providing the effective and efficient goods and services to the customer. This model
of the transformation identifies that the products and services of the company will fulfill the
needs and wants of the customer. To fulfills the demands of the targeted customers M&S have to
achieve the effectiveness of the transformation process. To achieve the benefits of the
competitive markets the company follows various strategies to convert the inputs into the outputs
of the company. According to the Kang, and et.al., Horst, (2016) For the successful operations
M7S uses the process of the transformation model by the management operations. M&S also
faces lots of problems in the business activities but with by controlling the transformation model
it creates lots issues for its competitors.
Main operations Transformed Transforming Transformation Output: services

input resources input resources process and products
Line of
production
Cotton, rayon etc.
are the raw
material.
The facility is the
commercial,
residential and
industrial in the
business of the
M&S
Convert the raw
material into
finished goods,
provide clothing,
shoes and various
products as per
the demands of
the customer
Branded uniform,
for girls, clothing
of the women.
Online store Orders of the
customers
through social
networking sites
Makes the cloths
as per the orders
of the customers
Cloths are
prepared and
ready to delivered
Products and the
customers are
assembled
together.
1. Main operations:
The operation management team of M&S uses this model to maintain the reputation and
image of the brand in the future and the present market situations. There are various issues which
related to the laws and regulations of the government so the transformation model help the M&S
to produces those products and services as per the government laws so that it does not create
problems in the future. According to the Gerasimov and Gerasimov, (2015) The manager of the
M&S makes their decisions so that they will process the products and services effectively and
efficiently. The manager motivates the employees of the M&S to achieve the goals of the and
objectives of the business. Issues like higher growth, reputation, productivity, sales, performance
of the employees, customer satisfaction and product loyalty have achieved by the company to
remain in the business of the competitive markets. The company should identify the wants and
needs of the customer to achieve the satisfaction of the customer. The management of the
operation tries to solve the risk which is happened in the organization with the help of the
transformation model. It helps to improve the production of the products and services of the
M&S. Better and effective use of the raw material in the production of the productive outputs of
the M&S leads the business to the highest level.

2. Operations performance:
2.1 Performance measurement:
As per the views of Harrison and Lock, (2017) The performance of the M&S should be
evaluated and measured due to the factors which is responsible for the environment and
efficiency of the businesses like reduce the wastage of the company, regulatory compliance. The
performance of the operations are measured which is related to the assets of the company to
achieve the success of the M&S. Performance of the operations ensure that all the employees of
the M&S are working together towards the achievement of the goals and business objectives.
The performance operation measure the speed of the company the products and services are how
fast is delivered to the customer. The main importance of the operational performance is the
areas of the performance which the M&S have to improve them. To increase the level of the
productivity the have to understand the performance of the operations in the manufacturing of
the products and services. As stated by the Shah and Siddiqui, (2019) The manager of the M&S
have to identify the objectives of the performance of the operations for the success and the
growth of the company.
2.2 Five performance objectives:
There five objectives of the performance in every company to reach the success of the business.
The company produces the effective and efficient quality of the products for their customer
satisfaction in the different conditions of the markets. There are various issues which depend on
the performance of the operations like quality of the product and the variation of the cost and the
dependability of the products of the M&S. If the M&S do not produce the quality products the
manager have to take the better decisions in the productions of the effectiveness and quality
product6sd to the M&S. The performance of the employees is measured by the manager to
improve the operation management of the company for the success and the growth of the
company in the long run of the competitive markets. By proper training and development of the
employees it will help to improve the performance of the employees and make the employees
skilled talented towards the working of the M&S. As stated by the Van Der Aalst, La Rosa and
Santoro, (2016) The focus of the operation management is to gain the advantages of the
company. Effective training will improve the personal productivity of the employees in the

working environment. Operation management helps to measure the management of the inventory
system in the company.
2.3 Volume variety dimensions:
Every company wanted to achieve the greater profits of the M&S so the operational management
improving the performance of the business and increase in the profits of the M&S. The
operational management focuses on the resources which are outside of the company and these
resources are employees, technology and the equipment. These resources help the in the
performance of the M&S to creates more value products for the comp0any to achieve the success
of the M&S. The manager of the M&S engages the employees of the company for the
improvement in the activities of the company in the future and the present situations of the
business. As per the view of Olson, and et.al., (2018) The manager of the operation should be
depended on the different things of the business such as the manager design the strategies of the
M&S to meet the goals of the business. Manager tries resolve the various issues which is related
to the business in the future and the present situations of the M&S. These issues are the problems
in the growth of the M&S, new technology, engagement of the employees in the activities of the
business.
3. Process design and analysis:
3.1 Process mapping:
According to the Fredendall and Hill, (2016) Process mapping is the activities which
explains what actually business does and who is responsible for the business. It also involves
how the business could achieve their success and the growth. M&S focuses to provide product
and services which satisfy the needs and wants of the customer and the design of the products
and services is according the needs of the customer and the market. The operational management
analyses the design of the product to make sure that the design of the product can fulfil demands
of the customer or not. Main aim of the operational management is to maintain the effective
design of the process and their need of the good strategy of the process which helps in the
production of the new products. Manager of the M&S makes the strategies of the process design
from which the flow of the material, information and the data to the suppliers, customers, and the
business make it easier. The design of the process explains that the management of the supply
chain effectively deliver the products and services of the M&S in the current and the future
business conditions.

There are lots of problems which is happened in the supply chain management and the
effective flow of the M&S. These issues are changing customer, change in technology. The
needs and wants of the customer are changing continuously so there is need to make the effective
strategies for the design of the process by the operational management. The managers of M&S
make the design of the process layouts which is depended on the size and space of the business
operations. The manager of the operations reduces the time of the travelling by designing the
effective production process (Kiedrowicz and Stanik, 2016). Design of the layout by the
operational management refers to the design to place the physical resources of the M&S like
equipment and the facility of the storage. These designs help M&S to acquire the success and the
growth of the company.
The operational management design the layout for the effective and efficient flow of the
customers and the material from the services systems and manufacturing. Operations
management is mostly management of human resources. Mainly business departments
concentrate on all specific goals– marketing means getting business sales more and more, HR
always want to keep employees happy.
Operations management want to use optimum utilization of resources. These also involve
employees which creates lot of value to the company and also provide great support to the
company.

From the above process mapping chart of the M&S states that the success and the growth
of the business on the effective and improved process of the business. It shows that when the
team obtain the staffing it helps to maintain the development in the planning of effective
communication. Development of the scope through the management planning.
CONCLUSION
From the above study it can be concluded that the operational management is very
important for the success and the growth of the company in the market of the competition. The
management of the operations make the performance of the company effective and efficient to
earn the profits of the company. It will help to improve the efficiency and effective of the
company and increase the productivity of the company. The management of the operations get
the resources from outsides of the company and focuses to make reach the goals of the company.
The advanced and efficient technology is used with the help of the operational management to
which leads to the higher productivity of the company in the long run. Operational management
is very important part of any organization, as with operation management organization can
achieve all the objectives.

APPENDICES
1. Transformation model:

2. Operational typologies:

REFERENCES
Books and Journals:
Fredendall, L.D. & Hill, E., 2016. Basics of supply chain management. CRC Press.
Gerasimov, B.N. & Gerasimov, K.B., 2015. Modeling the development of organization
management system. Asian Social Science. 11(20). p.82.
Harrison, F. & Lock, D., 2017. Advanced project management: a structured approach.
Routledge.
Hoffmann, R., Kiedrowicz, M. & Stanik, J., 2016. Risk management system as the basic
paradigm of the information security management system in an organization. In
MATEC Web of Conferences (Vol. 76, p. 04010). EDP Sciences.
Kang, N., & et.al., 2016. A Hierarchical structure of key performance indicators for operation
management and continuous improvement in production systems. International Journal
of Production Research. 54(21). pp.6333-6350.
Olson, E.M., & et.al., 2018. The application of human resource management policies within the
marketing organization: The impact on business and marketing strategy
implementation. Industrial Marketing Management. 69. pp.62-73.
Qin, S., & et.al., 2019. Applying big data analytics to monitor tourist flow for the scenic area
operation management. Discrete Dynamics in Nature and Society, 2019.
Shah, A. & Siddiqui, D.A., 2019. Customers’ driven green supply management and organization
performance. Shah, A. and Siddiqui, DA (2019). Customers’ Driven Green Supply
Management and Organization Performance. Social Science and Humanities Journal.
3(4). pp.1054-1067.
Van Der Aalst, & et.al., 2016. Business process management