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The case readings will have two parts. The case studies will be the basis of class discussion. The other readings will provide background and for a few classes, the basis of discussion. As part of the readings, we will include five chapters of a forthcoming book by the instructor, called Operations Leadership, by Beckman and Rosenfield. These will be identified by the chapter titles in the course packet.

Beckman, Sara L., and Donald B. Rosenfield. Operations Leadership. New York, NY: Irwin McGraw-Hill, 2007. (Forthcoming.)

Additional references that may be useful as background, include:

Hayes, Robert H., Gary P. Pisano, David M. Upton, and Steven C. Wheelwright. Operations, Strategy, and Technology: Pursuing the Competitive Edge. Hoboken, NJ: Wiley, 2005. ISBN: 0471655791.

Womack, James P., Daniel T. Jones, and Daniel Roos. The Machine That Changed the World: The Story of Lean Production. New York, NY: Harper Perennial, 1991. ISBN: 0060974176.

Hayes, Robert H., Steven C. Wheelwright, and Kim B. Clark. Dynamic Manufacturing: Creating the Learning Organization. New York, NY: Free Press, 1988. ISBN: 0029142113.

Womack, James P., and Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. New York, NY: Simon & Schuster, 1996. ISBN: 0684810352.

Lester, Richard K. The Productive Edge: How U.S. Industries are Pointing the Way to a New Era of Economic Growth. New York: W.W. Norton, 1998. ISBN: 0393045749.

Fine, Charles H. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. Reading, MA: Perseus Books, 1998. ISBN: 0738201537.

Readings Schedule

Course readings.

SES #	TOPICS	READINGS
Part I: Manufacturing and Operations as Competitive Weapons
1	Introduction to Course and Concept and Principles of Operations Strategy
2	Developing a Manufacturing and Operations Strategy	Pisano, Gary, and Sharon Rossi. "American Connector Co. (A)." Boston, MA: Harvard Business School Case 9-693-035. October 6, 1992. Beckman and Rosenfield. Chapter 1.
Part II: Key Elements and Decision Categories in a Manufacturing Strategy
3	Introduction to Decision Categories, the Role of Technology	Jaikumar, Ramachandran. "Sof-Optics, Inc. (B)." Boston, MA: Harvard Business School Case 9-684-045. February 28, 1984. Read the first half of Beckman and Rosenfield. Chapter 3 on process technology. (The chapter is background - we will not cover it.)
4	The Role of Technology and Multiple Plants	Pisano, Gary, and Sharon Rossi. "ITT Automotive: Global Manufacturing Strategy - 1994." Boston, MA: Harvard Business School Case 9-695-002. August 18, 1994. Lapré, M. A., and L. N. Van Wassenhove. "Learning Across Lines: The Secret to More Efficient Factories." Harvard Business Review 80, no. 10 (2002): 107-111.
5	Capacity, Environmental Issues	Upton, David, and Joshua Margolis. "Australian Paper Manufacturers (A)." Boston, MA: Harvard Business School Case 9-691-041. December 7, 1990. "The Invisible Green Hand." The Economist, July 4, 2002. Porter, Michael, and Claas van der Linde. "Green and Competitive: Ending the Stalemate." Harvard Business Review 73, no. 5 (1995): 120-134.
6	Facilities Strategies on a Global Basis Comparisons of Plant Productivity	Flaherty, Marie-Therese. "Applichem (A)." Boston, MA: Harvard Business School Case 9-685-051. February 22, 1985.
7	Summary Lecture on Facilities Strategy and Globalization	Read Chapter 5 from Beckman and Rosenfield on Facilities Strategy.
8	Vertical Integration	Garvin, David. "Sensormatic Electronics Corp." Boston, MA: Harvard Business School Case 9-681-095. May 1, 1981. Read Chapter 2 of Beckman and Rosenfield on Vertical Integration.
9	Supplier Management: Numbers of Suppliers	Mathur, Gita, and Robert Hayes. "Intel – PED (A)." Boston, MA: Harvard Business School Case 9-693-056. May 19, 1994. Liker, Jeffrey, and Thomas Choi. "Building Deep Supplier Relationships." Harvard Business Review 82, no. 12 (2004): 104-113.
10	Planning and Materials	Fraiman, N., M. Singh, L. Arrington, and C. Paris. "Zara." New York, NY: Columbia Business School Marketing Cases, 2002. (PDF)
11	The Logistics System and the Supply Chain	Shapiro, Roy, and Timothy Laseter. "eShip-4U." Boston, MA: Harvard Business School Case 9-603-076. October 22, 2002.
12	The Supply Chain (cont.)
13	Organization, Human Resources and Workforce Teams	Klein, Janice, and Bert Spector. "Sedalia Revisited." Boston, MA: Harvard Business School Case 9-687-004. July 18, 1986. Beer, Michael, and Bert Spector. "Sedalia Engine Plant (A)." Boston, MA: Harvard Business School Case 9-481-148. March 1, 1981. Klein, Janice A. "Job Design." In The Technology Management Handbook. Edited by Richard C. Dorf. Boca Raton, FL: CRC Press, 1998. ISBN: 0849385776.
14	Information Systems, Enterprise Systems and the Impacts of the Electronic Economy Summary of Strategic Decision Categories	Lee, Hau, and Eric Johnson. "Agile Software - I Want My WebTV!" Palo Alto, CA: Stanford University Case GS20. January 3, 2000. Davenport, Thomas. "Putting the Enterprise Into the Enterprise System." Harvard Business Review 76, no. 4 (1998): 121-131.
Part III: Different Approaches to Manufacturing Strategy
15	Introduction to Different Approaches to Competition Competing on Costs	Rivlin, Gary. "Who's Afraid of China?" New York Times, December 19, 2004. Pletz, John. "Dell Turns Productivity Gains into Market Share." Austin American Statesman, August 26, 2002.
16	Competing on Quality: Sources of Quality and Different Measures of Quality	West, Jonathan. "Delamere Vineyard." Boston, MA: Harvard Business School Case 9-698-051. February 2, 1998.
17	Competing on Features and Innovativeness: Types of Quality and the Product Development Process	Pisano, Gary. "BMW: The 7-Series Project (A)" Boston, MA: Harvard Business School Case 9-692-083. February 18, 1992. "Don't Laugh at Gilded Butterflies." The Economist, April 22, 2004. Christensen, Clayton M. "The Past and Future of Competitive Advantage." MIT Sloan Management Review 42, no. 2 (2001): 105-109.
18	Competing on Availability and Time-based Strategies Such As Postponement	Fisher, M. L. "National Bicycle Industrial Co." Philadelphia, PA: Wharton School Publishing, 1994. Case study. Zipkin, Paul. "The Limits of Mass Customization." MIT Sloan Management Review 42, no. 3 (2001): 81-87. "A Long March." The Economist, July 14, 2000.
19	Impacts of Flexibility on Strategic Choices	West, Jonathan, and Christian Kasper. "Incat." Boston, MA: Harvard Business School Case 9-601-045. August 30, 2000. Upton, David M. "The Management of Manufacturing Flexibility." California Management Review 36, no. 2 (1994): 72-89.
Part IV: Globalization, Outsourcing and Other Critical Issues in Operations Strategy and Policy in the 21st Century
20	Power and Control and the Technology Supply Chain	"A Long March." The Economist, July 14, 2000. Barrett, Todd, Dan Crocker, Steve Muir, and Charles Fine. "Grip Shift: Just a Shooting Star?" Cambridge, MA: MIT Leaders for Manufacturing Program Case Study, forthcoming. Fine, Charles. Clockspeed: Winning Industry Control in the Age of Temporary Advantage. New York, NY: Perseus Books, 1998. ISBN: 0738201537.
21	Outsourcing Strategies, Contractor-driven Paradigms, and Asian Sourcing and Globalization	Johnson, M., and T. Clock. "Mattel, Inc: Vendor Operations in Asia." Hanover, NH: Tuck School of Business Case Study, 2002. (PDF) Johnson, M., and Owen Project Team. "Competition in the U.S. Toy Industry." Hanover, NH: Tuck School of Business Case Study, 1998.
22	Supplier Power and Overseas Sourcing Moving up the Value Chain in Outsourcing	Huckman, Robert, and Gary Pisano. "Flextronics International, Ltd." Boston, MA: Harvard Business School Case 9-604-063. November 25, 2003.
23	Global Cost Competitiveness, Outsourcing, and the Hollow Corporation	Pisano, Gary. "Whistler Corp. (A)." Boston, MA: Harvard Business School Case 9-690-011. February 9, 1990. "Meet the Global Factory." The Economist, June 20, 1998.
24	Implications of Outsourcing on Competitiveness The Role of China and Low Cost Locations	Fishman, Ted C. "The Chinese Century." New York Times Magazine, July 4, 2004. "The Great Hollowing-out Myth." The Economist, February 19, 2004.
25	Conclusions and Wrap Up