Operations Management Report

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This report analyzes the operations management strategies of Airbus and Qantas Airways, focusing on their value chains and customer benefits. It includes findings, analysis, and recommendations for improving operational efficiency and customer satisfaction.
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Running head: OPERATIONS MANAGEMENT
Operations Management
Name of Student:
Name of University:
Author’s Note:
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1OPERATIONS MANAGEMENT
List of Illustrations
Figure 1: Value Chain overview of Airbus......................................................................................6
Figure 2: Airbus Supply Chain Process...........................................................................................7
Figure 3: Value Chain analysis of Qantas Airways.........................................................................8
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2OPERATIONS MANAGEMENT
Table of Contents
Introduction:....................................................................................................................................5
Findings:..........................................................................................................................................5
Analysis:........................................................................................................................................10
Recommendations:........................................................................................................................11
Conclusion:....................................................................................................................................12
References......................................................................................................................................14
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3OPERATIONS MANAGEMENT
Introduction:
The study has been able to consider report based on two organisations namely Airbus and
Qantas Airways. The Airbus is identified for being the pioneer in the aerospace industry. It is
recognised for its relevant contribution in the manufacturing and designing of aero space
products. It has been further seen to be the leader for being the largest space and aeronautics
organization in Europe and globally (Airbusgroup. 2017).
Qantas Airways is identified as the flagship carrier of the international destinations and
international flight. The company has been further seen to be operational from 1920. Some of the
various types of the brands seen to be operating under Qantas has been identified with Jetconnect
and Jetstar. The main aspects of the study have been able to discuss on the various types of the
studies which are related to analyse the customer benefit package and value chain of both the
companies (Qantas.com. 2017).
Findings:
The full analysis of the companies has been able to show the different consideration
which are related to the customer benefits for the individual organisation. In addition to this the
study further aims to design the various other aspects of the advantages and disadvantages of the
value chain analysis.
Customer Benefits Package:
The main considerations under the customer benefit package have been able to state
about the Tangible and intangible services of the company. This is further seen to be considered
as sub section under operations management(Chagomoka, Afari-Sefab and Pitoroc 2014).
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4OPERATIONS MANAGEMENT
The different types of the results associated to the study have been able to state on the
relevant issues for satisfaction index. The customer loyalty factor and the appreciation factor has
been further seen to be considered on the different types of parameters which are seen to be
associated to the gain business and remain in the service due to recession and thee changes in the
economy. In different countries other than Australia, Airbus customers have been seen to be
most satisfied in nature. It has been further seen that the company has been able to launch the
store cards for accessing of the customers and this consists of the additional cards, automatic
rewards and considerations for the supplies based on the Singapore Airlines, Emirates, and
Qantas. With reference to Airbus the services are mainly seen to be self served along with the
protection of lost cards. This has been mainly seen due to the convenience of the company and
the customers to arrange the payment of the electricity, payment and purchases (Vieira et al.
2013).
Qantas Airways is seen to make considerable contribution in the economy of Australia
and it has been seen that the customers are seen to gain a huge advantage for the same. The
company supplying the different provisions for the economy has been able to show the different
types of the consideration which are based on the supplying the various types of the provisions
for economy flight fares to the customers has been further seen with special facilities (Miller and
Mork 2013).
Value Chain Design:
The main considerations in the value chian designing have considered important aspects
of internal activities of a particular firm.
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5OPERATIONS MANAGEMENT
The main considerations made in the value chain analysis have been further able to show
the emphasis on providing best service and supplies to its customers.
Figure 1: Value Chain overview of Airbus
(Source: Fujitsu.com. (2017)
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6OPERATIONS MANAGEMENT
Figure 2: Airbus Supply Chain Process
(Source: Airtn.eu. 2017)
In general the various activities of the Airbus value chain activities have been seen to be
based on the various types of the considerations for providing a convenient customer experience.
The main functions of the value chain activities and value creation are shown below as follows:
In-bound logistics
Airbus has been seen with a responsible role for the production of the various types the
factors which are seen to be associated to controlling the network for distribution of the products
(Figueirêdo Junior, Meuwissen and Oude Lansink 2014).
Procurement and logistics:
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7OPERATIONS MANAGEMENT
The main types of the stringent laws related to the company has been seen to be
associated to focus on the reduction off the overall problems which are seen to be related to the
blemish of the produce (Gereffi and Fernandez-Stark 2016).
Qantas Airways has been able to take into consideration the various aspects of the factors
which are seen to be related to the cost efficiencies and the overall implementation of the flexible
opportunities. In general the demands of the customers of the Qantas Airways have an increased
level of latent capacity (Bellù 2013).
Figure 3: Value Chain analysis of Qantas Airways
Source: (Aircraftit.com. 2017)
The significant level of the value chain has been seen to be based on the various types of
the factors which are seen to be associated to the onshore projects and implemented on the basis
of improved level of safety and technological aspects.
Advantages:
The most noted advantages have been started below as follows:
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The flexible strategic tool for business visions
Helps to resolve the existing issues in the existing organization
Assists in the SWOT analysis process
Paves the way for possible industry value chain
Disadvantages:
In general the business needs to adapt to the various types of the flexibility for the
designed business
Only few excerpts has been able to be familiar with the overall value chain process
The understanding associated to the strategic understanding has been seen to be
minimised considerably
In several cases the structure of the business information has not been maintained
Analysis:
Strategy and Strategic Vision:
The implementation of the main strategy of Airbus has been listed below:
Bringing development as a single team
Stores refreshment
Cohesive brand promotion
Process enhancement and cost cutting
Update product offering
The concerned process of corporate planning for Qantas Airways has been listed with the
principles as follows:
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9OPERATIONS MANAGEMENT
Board ownership as per the strategic priorities and overview
Promptly engaging with the policies along with the marketing functions and
appraisals
Alignment of consistent business formed with the corporate plan
Framing of Long-term and short-term strategy
Improving the overall robustness in the business and the various types of the long and
short term events
Competitive priorities:
The main competitors of Airbus have been identified with Boeing, Bombardier,
Mitsubishi, COMAC, Embraer and Irkut. In addition to this, despite of recessionary pressure the
competition of Airbus did not have any impact on the image of the company.
The important source of the competitive advantage of the company has been seen to be
based on the various types of benefits. The important importance has been further seen to be
given on the cost reduction programs which has been followed based on the main investment and
the customer service program along with the reduction in capital expenditure (Vieira et al.
2013).
Recommendations:
In different types of the matter associated to the manufacturing process for the Airbus,
has been considered based on the installation and manufacturing process of A380’s electrical
system and minimising of the cash flow of the company. The main focus of the company has
been given to the customers. Airbus needs to make the relevant improvement based on the
loyalty aspects. Furthermore, the relevant emphasis of the production of the facilities should be
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10OPERATIONS MANAGEMENT
given along with the various other services. The reduction in the ticket price should be give
along with increased facilities of customer loyalty. The main strategy has been further seen to be
based on the increasing the number of customers and profit margin. The dealership of this has
been further seen to be associated to the various types to the enhancement program which is
associated to the minimizing cost and building ties (De Souza and D’Agosto 2013).
Conclusion:
The general aspects of the companies have shown how they are able to fight the
competitive scenario globally. The individual companies may own the services and employees,
along with several types of special facilities and the collaboration aspect with the customers. The
consumer goods price and the various types of the consumer level has been seen to be considered
to compete with global dominance.
In case of Airbus it can be inferred that the company has been able to consider the
important aspect based on the position in terms of maintaining the suppliers. This has not been
considered based on the positioning of the company in Australia. Despite of the aforementioned
fact the organization has been associated with the various types of the problems, including
increasing debt and to manage the competitive advantage due to the various types of the factors
related to the market scale and operations. As Airbus has been seen to be the leader in economic
flight fares and the various fares of the flight along with the subsidiaries under Qantas Airways
and working on the developing the way to share the various aspects of the knowledge. The
continuous process optimisation aspect of the company has been seen to enhance the safety of
the people.
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References
Airbus. (2017). Challenges and achievements (2006-2009) | Airbus, Commercial Aircraft.
[online] Available at: http://www.aircraft.airbus.com/company/history/the-narrative/challenges-
and-achievements-2006-2009/ [Accessed 8 Aug. 2017].
Airbusgroup. (2017). About Airbus. [online] Available at:
http://company.airbus.com/company/about-airbus.html [Accessed 8 Aug. 2017].
Aircraftit.com. (2017). [online] Available at:
http://www.aircraftit.com/Uploads/ContentPages/CMS/Images/qantas%20business
%20management%20system.png [Accessed 8 Aug. 2017].
Airtn.eu. (2017). [online] Available at: http://airtn.eu/wp-content/uploads/airtn-airbus-new-
energies-presentation.pdf [Accessed 8 Aug. 2017].
Bellù, L. G. (2013) Value Chain Analysis for Policy Making: Methodological Guidelines and
country cases for a Quantitative Approach, EASYPol Series. Available at:
http://www.fao.org/docs/up/easypol/935/value_chain_analysis_fao_vca_software_tool_methodol
ogical_guidelines_129en.pdf%5Cnhttp://www.fao.org/easypol/output/
browse_by_training_path.asp?pub_id=336&id_elem=336&id=336&id_cat=336.
Chagomoka, T., Afari-Sefab, V. and Pitoroc, R. (2014) ‘Value chain analysis of traditional
vegetables from Malawi and Mozambique’, International Food and Agribusiness Management
Review, 17(4), pp. 59–86. doi: 10.5897/AJB10.2357.
Figueirêdo Junior, H. S., Meuwissen, M. P. M. and Oude Lansink, a. G. J. M. (2014)
‘Integrating structure, conduct and performance into value chain analysis’, Journal on Chain and
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