Essays on Matching Supply with Demand Case Study

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The paper "Matching Supply with Demand" is a perfect example of a Management Case Study. The business report herein analyses the case of Community bank of Perth with specific reference to its loan service activity. The drive to prepare the report came from the realization that the bank has had problems matching quality service provision in line with the boom in business and demand for finances. The analysis is based on an operations management perspective and applies the concept of service blueprint. The analysis starts with an in-depth literature review based on past research exercises and views of scholars in the subject area.

The reviewed literature is applied to analyze the case of the Community Bank of Perth. The first bit in the analysis involves explaining possible reasons for the design of service provision to be initially designed in this manner. The problems of the service procedures and activity are identified and explained. The evaluation of the problem areas is based on the concept of service blueprinting as well. A recommendation is formulated in light of the current problems and needs of the bank and the industry at large. New service design is crafted that suggestively should replace or rather improve the current system.

An implementation plan is a schedule specifying the lead responsibility and duties of various personnel. Finally, a conclusion is made in light of the discussion and matters identified as relevant in the subject area of operations management. Modern managers have made numerous attempts in an effort to improving service delivery of their entities. They have done so by application of the various operations management philosophies such as the theory of constraints, six sigma, total quality management, supply chain management among others.

The concept of operations management demands that cross-functional process be followed in making decisions. Major areas of business; from marketing to finance, organizational behavior to strategy formulation is majorly based on theory development. Operations management has come in to facilitate the concept of theory building, testing, and refinement. Theory building has been noted by scholars as probably the most significant part of operations management. Subsequently, the theory of constraints has popped up as the central theory upon which this whole concept is built (Blackstone 2001). Modern economies have witnessed a rapid demand in the service provision industry and investors have responded to this call.

In fact, today even the strongest economies USA included deriving much of their revenues from the service sector (Schroeder 2008). Despite this, it becomes interesting to acknowledge that in practice, development and modernization in services is less robust as compared to other areas like manufacturing sector. Many attributes can be associated with this state of affairs one of them being that the age of the industrial revolution saw mankind concentrate more on tangibles more than anything else. The drift in the structure of modern economies has called for other dimensions in the service sector that has earned it the attention that it now enjoys.

There is more drive to make the practice in a much more disciplined and creative manner in an attempt to create specialized customer experiences that he/she can perceive as being meaningful and can retain memories not only for the service itself but also for the entity that provided the service. This is the way to transform business.

There is a widespread notion, today, more than ever before, that each business transaction whether involving a tangible item or not involves one aspect of service provision or the other. This new notion has necessitated the innovation of more enthusiastic techniques of service provision, service blueprinting being one of them (Bitner et al. 2008).

References

Bitner, Mary Jo, Ostrom, Amy, Morgan, & Felicia, 2008, ‘Service Blueprinting: A Practical

Technique for Service Innovation’, California Management Review, forthcoming, Spring

Blackstone, JH 2001, ‘Theory of Constraints – a status Report’, International Journal of

Production Report, Vol. 39, no. 6, pp. 1053-1080.

Boyd, LH & Gupta, MC 2004, ‘Constraints Management: What is Theory’, International

Journal of Operations & Production Management, Vol. 24, no. 4, pp.350-371.

Cachon, G & Terwiesch, C 2006, Matching Supply with Demand: An Introduction to Operations

Management, McGraw-Hill Irwin, New York.

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Davis, MM & Heineke, J 2005, Operations Management: Integrating Manufacturing and

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Gardiner, D 2006, Operations Management for Business Excellence, Pearson Education, North

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Gupta, MC 2003, ‘Constraints Management – recent advances and practices’, International

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Jacobs, FR & Chase, RB 2008, Operations and Supply Management: The Core, McGraw-Hill

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Meredith, JR & Shafer, SM 2002, Operations Management for MBAs, 2nd edn, John Wiley &

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Meredith, JR & Mantel , SJ, Jr 2006, Project Management: A Managerial Approach, 6th edn,

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Richard BJ & Fred C 2006, ‘Design Matters for Management’, Rotman Magazine

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Shostack, LG, 1984, ‘Designing Services That Deliver’, Harvard Business Review, January-

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