A Report on Operation Management Strategies of Uber Vehicles

This report analyzes Uber's operation management strategies, focusing on its technology-driven business model that connects riders and drivers. The analysis covers Uber's supply chain management, highlighting how the app efficiently matches client demands with available drivers through re...Read More

Running Head: OPERATION MANAGEMENT OF UBER VEHICLES 1
Operation management of Uber Vehicles
Names
Institution

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Operations Management of Uber Vehicles
Uber is a business model based on technology that enables individuals to get a private
mode of transportation from the comfort of their smartphones (Henry, 2015). Security measures
are highly installed by ensuring that both the rider and the driver information are captured in the
system database. This information plays a key role in incases of theft, murder, forgotten luggage
in the car and so forth.
In the area of supply chain of management, Uber has successfully created a connection
between the rider and the driver through the app. There is ease of information from the system. A
person is only required to sign up and fill in their information such as names, contacts, location
and so on (Elaine, 2015). Uber matches the demands of the clients by supplying the services at
the point of need. For example, when a rider request for a ride it searches for nearby drivers and
sends feedback on driver’s availability. It provides mapping and the estimated time it takes the
driver to arrive at the destination. It’s able to meet all their clients’ demands by creating
accessibility worldwide.
In the context of maintenance, Uber management has set rules and regulations for drivers to
adhere to for safety precautions. Once potential driver’s sign up, they are required to first take
their vehicles to the relevant government authorities for standard inspection and get a certificate
which is sent to the team (Carolan, 2017). Drivers driving license is also checked to ensure
eligibility of the drivers. The company also ensures vehicle registration is not more than ten
years, and the model is a four-door car. Drivers are vetted from user’s feedback at the end of the
journey through five-star criteria to ensure services that deliver satisfaction are offered to the
customers. The company strives to ensure all vehicles are well maintained by directing their
partners to service them regularly to avoid regular breakdowns. The company also ensures their

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drivers follow all guidelines as required by the authorities. This includes the use of roadworthy
vehicles, ones that have been licensed for the business and so forth.
On the side of process and capacity design, initially when Uber was introduced, there were
challenges that came with it. For example each time there would be a pop-up notification to sign
in or register. The types of cars accepted for the business were limited, and its mapping was
unreliable (Keith, 2016). The team embarked on market research that got users providing
feedback that would help in improving the system. For instance, users are no longer required to
sign in each time they log in the application but rather provide a one-time personal mobile
number required to enable access. The Uber app has currently offered variety of comfort to users
such as uberX which is the normal four-seater model cars mostly used due to its low cost,
uberXL that carries six passengers, UberSelect that is more luxurious, and uberBlack that
provides more executive services such as driving in a limousine with more added services. It has
also created a section for feedback at the end of the trip where users rate their drivers based on
services provided.

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References
Carolan, H. G. (2017). Uber's Competitive Advantage Vis-À-Vis Porter's Generic Strategies.
IUP Journal of Management Research, 16(4), 78-90.
Elaine, E. R. (2015). Sharing App or Regulation Hack(ney)? Defining Uber Technologies, Inc.
Journal of Corporation Law, 41(3), 52-93.
Henry, R. (2015). Ridesharing's House of Cards: O'connor V. Uber Technologies, Inc. and the
Viability of Uber's Labor Model in Washington. Washington Law Review, 90(3), 105-
125.
Keith, C. (2016). From Amazon to Uber: Defining Employment in the Modern Economy. Boston
University Law Review, 96(5), 124-156.