Quản trị chuỗi cung ứng UEH - Lý thuyết chương 2

STRATEGY Chapter Two McGraw-Hill/Irwin Copyright © 2014 by The McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives LO2–1: Know what a sustainable business strategy is and how it relates to operations and supply chain management. LO2–2: Define operations and supply chain strategy. LO2–3: Explain how operations and supply chain strategies are implemented. LO2–4: Understand why strategies have implications relative to business risk. LO2–5: Evaluate productivity in operations and supply chain management. 2-2 Cliff Bar 2-3 Company Aspirations Beyond Making a Profit Cliff Bar’s Aspirations (an example) 1. Sustaining our Planet—Keep our impact on the planet small, even as we grow. 2. Sustaining our Community—Be good neighbors. Give back to the community. 3. Sustaining our People— Create an environment where people can live life to the fullest, even from 9 to 5. 4. Sustaining our Business—Grow slower, grow better, and stick around longer. 5. Sustaining our Brands—Make what people actually need. Never compromise quality. 2-4 Sustainable Strategy The firm’s strategy describes how it will create and sustain value for its current shareholders Shareholders – individuals or companies that legally own one or more shares of stock in the company Stakeholders – individuals or organizations who are directly or indirectly influenced by the actions of the firm Adding a sustainability requirement means meeting value goals without compromising the ability of future generations to meet their own needs Triple bottom line – evaluating the firm against social, economic, and environmental criteria 2-5 Triple Bottom Line 2-6