出版社:电子工业出版社
出版日期:2013-3
ISBN:9787121195952
页数:328页
章节摘录
版权页： 插图： Finding, purchasing and developing the sites for its retail stores is a major （and controversial） part of Tesco’s activities.In its UK market, the main issue is obtaining permission from local government authorities.The UK’s planning regime, once relatively relaxed to encourage retail development and stimulate economic growth, is now far stricter, more complicated and takes longer.Frequently there are local objections to supermarket development.Some are from smaller retailers who fear loss of business, some are from residents wary of traffic congestion, and some from people who dislike the dominance of firms like Tesco.To go through all this effort, Tesco must be convinced that any potential location represents a sound business investment.Location （or, more accurately, layout） within their stores is equally important. Successful supermarkets like Tesco also know that the design of their stores has a huge impact on profitability.They must maximize their revenue per square metre and minimize the costs of operating the store, while keeping customers happy.At a basic level, supermarkets have to get the amount of space allocated to the different areas right.Tesco’s ‘One in front’ campaign, for example, tries to avoid long waiting times by opening additional tills if more than one customer is waiting at a checkout.Tesco also uses technology to understand exactly how customers flow through their stores.The ‘Smartlane’ system from lrisys, a specialist in intelligent infrared technologies, counts the number and type of customers entering the store （in family or other groups known as‘shopping units’）, tracks their movement using infrared sensors, and predicts the likely demand at the checkouts up to an hour in advance.The circulation of customers through the store must be right and the right layout can make customers buy more.Some supermarkets put their entrance on the left-hand side of a building with a layout designed to take customers in a clockwise direction around the store.Aisles are made wide to ensure a relatively slow flow of trolleys so that customers pay more attention to the products on display （and buy more）.However, wide aisles can come at the expense of reduced shelf space that would allow a wider range of products to be stocked. The actual location of all the products is a critical decision, directly affecting the convenience to customers, their level of spontaneous purchase and the cost of filling the shelves.Although the majority of supermarket sales are packaged, tinned or frozen goods, the displays of fruit and vegetables are usually located adjacent to the main entrance, as a signal of freshness and wholesomeness, providing an attractive and welcoming point of entry.Basic products that figure on most people’s shopping lists, such as flour, sugar and bread, may be located at the back of the store and apart from each other so that customers have to pass higher-margin items as they search.High-margin items are usually put at eye level on shelves （where they are more likely up to an hour in advance.The circulation of customers through the store must be right and the right layout can make customers buy more.Some supermarkets put their entrance on the left-hand side of a building with a layout designed to take customers in a clockwise direction around the store.Aisles are made wide to ensure a relatively slow flow of trolleys so that customers pay more attention to the products on display （and buy more）.However, wide aisles can come at the expense of reduced shelf space that would allow a wider range of products to be stocked. The actual location of all the products is a critical decision, directly affecting the convenience to customers, their level of spontaneous purchase and the cost of filling the shelves.Although the majority of supermarket sales are packaged, tinned or frozen goods, the displays of fruit and vegetables are usually located adjacent to the main entrance, as a signal of freshness and wholesomeness, providing an attractive and welcoming point of entry.Basic products that figure on most people’s shopping lists, such as flour, sugar and bread, may be located at the back of the store and apart from each other so that customers have to pass higher-margin items as they search.High-margin items are usually put at eye level on shelves （where they are more likely to be seen） and low-margin products lower down or higher up.Some customers also go a few paces up an aisle before they start looking for what they need.Some supermarkets call the shelves occupying the first metre of an aisle ‘dead space’-not a place to put impulse-bought goods.The prime site in a supermarket is the ‘gondola-end’, the shelves at the end of the aisle.Moving products to this location can increase sales 200 or 300 per cent.It’s not surprising that suppliers are willing to pay for their products to be located here.The supermarkets themselves are keen to point out that, although they obviously lay out their stores with customers’ buying behaviour in mind, it is counterproductive to be too manipulative.Some commonly held beliefs about supermarket layout are not always true.They deny that they periodically change the location of foodstuffs in order to jolt customers out of their habitual shopping patterns so that they are more attentive to other products and end up buying more.Occasionally layouts are changed, they say mainly to accommodate changing tastes and new ranges.At a more micro-level, Tesco will be concerned to make its checkout areas safe and convenient for its staff and customers.Similarly the design of self checkout equipment must be conveniently designed.So positioning, whether it is location, store layout, or workstation design, will have an impact on Tesco’s performance.
内容概要
作者:Nigel Slack（奈杰尔·斯莱克）、Alistair Brandon-Jones（阿利斯泰尔·布兰登-琼斯）、Robert Johnston（罗伯特·约翰斯顿） 译者:（英）Nigel Slack，Alistair Brandon-Jones，Robert Johnston
书籍目录
Guide to’operations in practice' examples and short cases Making the most of this book and MyOMLab Preface To the Instructor To the Student Ten steps to getting a better grade in operations management About the authors Acknowledgements Chapter 1 Operations management Introduction What is operations management？ Operations management is important in all types of organization The input-transformation-output process The processes hierarchy Operations processes have different characteristics The activities of operations management Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 2 Operations strategy Introduction What is strategy and what is operations strategy？ The ‘top-down’ and ‘bottom-up’ perspectives The market requirements and operations resources perspectives The process of operations strategy Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 3 Social, environmental and economic performance Introduction Operations performance is vital for any organization The five operations performance objectives Trade-offs between performance objectives Summary answers to key questions Leaming exercises Want to know more？ Useful websites Chapter 4 The design of services and products Introduction Why is good design so important？ The stages of design-from concept to specification The benefits of interactive design Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 5 Process design Introduction What is process design？ Process types-the volume-variety effect on process design Detailed process design Human implications for process design Summary answers to key questions Leaming exercises Want to know more？ Useful websites Chapter 6 Location, layout and flow Introduction The location of operations What is layout？ What is layout and what are the types used in operations？ Workplace layout Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 7 Supply network management Introduction The supply network persDective Designing and managing supply networks Supply network design Types of relationships in supply networks Supply network dynamics Improving supply networks Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 8 Capacity management Introduction What is capacity management？ Measuring demand and capacity The alternative capacity plans Choosing a capacity management approach Capacity planning as a queuing problem Summaryanswers to key questions Learning exercises Want to know more？ Useful websites Chapter 9 Inventory management Introduction What is inventory？ Why is inventory necessary？ The volume decision—how much to order The timing decision—when to place an order Inventory analysis and control systems Summary answers to key questions Learning exercises Want to knOW more？ Useful websites Chapter 10 Planning and control Introduction What is planning and control？ Supply and demand effects on planning and control Planning and controI activities Enterprise resource planning（ERP） Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 11 Lean synchronization Introduction What is lean synchronization？ The elimination of waste Lean synchronization applied throughout the supply network Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 12 Quality management Introduction What is quality and why is it so important？ Diagnosing quality problems Conformance to specification Total quality management （TQM） Summary answers to key questions Learning exercises Want to know more？ Useful websites Chapter 13 Operations improvement Introduction Why improvement is so important Elements of improvement Approaches to improvement Improvement techniques Summary answers to key questions Learning exercises Want to know more？ Useful websites Notes on chapters Index
编辑推荐
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作者简介
《运营管理精要(英文版)》在系统地介绍了运营管理的基本概念、基本理论和方法的同时，力图全面反映这一学科的新进展，强调运营管理能够对提高企业整体竞争力的贡献。通过穿插一些制造业和服务业中的简短案例，突出运营管理的实用性，并使用了大量图表以加强读者的直观理解。每章最后均配有本章小结、思考题，以便提高学生分析和解决实际问题的能力。《运营管理精要(英文版)》非常适合目前MBA运营管理40个学时的课程。