عملیاتی کردن استراتژی های عملیات: ارتقای یک فرایند برای تعریف اولویت ها و اقدامات عملکردی

Enterprises’ operations systems and environments, characterized by their complexity and dynamics, are challenging operations strategic management models. The study presented in this paper develops a process to integrate operations strategy content to operations performance measurement system design. Essentially, the developed methodology is based on Process Approach (Cambridge Approach) technique that systematizes procedures for generating a performance measures set coherent to operations strategy objectives and also produces a consistent strategy implementation process. To illustrate the development and the application of the proposed design methodology, findings of two case studies related to telecom engineering services companies are used. Results are discussed focusing on testing the proposed methodology in terms of its feasibility, usability, and utility. A refined process, organized in phases, steps, and procedures, is the final result of the presented study.

Enterprises’ operations systems and environments, characterized by their complexity and dynamics, are challenging operations strategic management models. New operations systems design requirements are compelling companies to engage in a broad and in-depth change process. The operations system (re)design covers organizational and management processes; particularly, organizations are paying closer attention to the changing nature of operations systems performance. Actually, in operations strategic management systems context, performance measurement subsystems, processes, and measures used to assess enterprises performance are the main focus of (re)design projects (Brown and Fai, 2006; Neely et al., 2005; Gomes et al., 2004; Munive-Hernandez et al., 2004; Kaplan and Norton, 1992).

In general terms, it is important to recognize the strategic learning process that is developed during procedures application. There are some components of the entire process that can be seen in a knowledge operations strategy approach. Basically, it can be identified as an interactive knowledge diffusion and sharing process, renewing the operations strategy knowledge basis. Strong communication and learning processes are established, founding the change process that is started by the redesign initiative.