ABSTRACT
This chapter explains why there is a need for all organizations to develop operations strategies. It develops the theme of how operations management must be seen in terms of strategic importance and discusses how strategies have to be in place if the organization wants to be able to compete in the modern business world. An operations strategy concerned with supply may lead to a re-shaping of the organization, including outsourcing and insourcing operations, and configuring an internal supply chain, thus profoundly altering its nature and impacting the entire nature of its business model. Manufacturing strategy was the forerunner of the wider aspects of operations strategy. The chief contribution from the K. Platts and M. J. Gregory process is to ensure that the manufacturing/operations function is fully aware of market requirements. Telling operations 'what to do' rather than involving them in strategic debate and discussion meant strategy implementation was often delayed or misalignment was created between the intended and implemented strategy.
