Operations and Supply Chain Management have changed. Not so long ago our focus was on the design and management of operating and supply chain activity that would stay the same or gradually change over a number of years. The traditional approach to doing this involved maximising volume of production and capacity utilisation, often while compromising quality and customer service. This approach existed in service operations as well as manufacturing and usually included a demotivating system of work organisation known as scientific management.
This orthodoxy was challenged by lean operations and supply chains, starting in the 1980s, a challenge that continues today. It was based on a stronger focus on the needs of the customer, the minimisation of waste and improved employee participation and motivation. This new system of work frequently achieved higher levels of performance but organisations often struggled with the changes needed to do it successfully. Many organisations continue with these struggles today – striving towards the goal of becoming a lean organisation.
Today, globalisation and information technology have combined to create a rapidly changing operations and supply chain environment. Globalisation has opened most organisations to global competition and information technology has created new business models, processes and products. Most organisations now recognise that they will need to change quickly to compete in the future.
The significant role that information technology will play in this causes the change required to often be referred to as digital transformation. The wide range of information technologies now available, combined with the wide range of possibilities for their application and limited resources with which to purchase and implement them are challenging many organisations today, creating uncertainty about what they should do.
Covid – 19 has accelerated the challenges and opportunities that organisations face. The likelihood of increased trade barriers will increase pressures for automation in richer countries and reduce production in poorer nations. The impact will vary by industry but significant change is likely in most organisations, which will require greatly increased capabilities in technology based innovation and continuous improvement.
Operations and supply chain management is no longer just about the creation and management of stable systems. While day to day operation remains important, the ability to create systems that are capable of rapid change in intensely competitive markets, that fully exploit the possibilities that information technology offers and effectively motivate and exploit the knowledge and skills of their employees is essential. That is the focus of this website.
I hope that you will find the website of value and am happy to discuss any of its aspects. I can be contacted at pdcarr@uwaterloo.ca.
Peter Carr
Operations and Supply Chain Management 