tailieunhanh - Lecture Managing operations across the supply chain (2/e): Chapter 16 - Swink, Melnyk, Cooper, Hartley

Chapter 16 - Sustainable operations management - Preparing for the future. After studying this chapter, you should be able to: Explain what it means to have “sustainable” operations, describe the “triple bottom line”, explain why operations managers are focusing on environmental impacts, evaluate products using life cycle waste composition assessment, discuss the approaches to social responsibility, understand the challenges of developing and maintaining a sustainable competitive advantage. | Copyright © 2014 McGraw-Hill Higher Education. All rights reserved. CHAPTER 16 Sustainable Operations Management—Preparing for the Future McGraw-Hill/Irwin 1 16–2 Learning Objectives LO16-1 Explain what it means to have “sustainable” operations LO16-2 Describe the “triple bottom line” LO16-3 Explain why operations managers are focusing on environmental impacts LO16-4 Evaluate products using life cycle waste composition assessment LO16-5 Discuss the approaches to social responsibility LO16-6 Understand the challenges of developing and maintaining a sustainable competitive advantage 2 Sustainable Operations Management: Preparing for the Future 16–3 Sustainable operations management is focused on reducing any potentially negative impacts of a firm’s processes and products on the environment and society. LO16-1 Sustainable Operations Management: The Triple Bottom Line Triple Bottom Line (3BL): full impact of activities on profit, people, and planet Instead of seeking only profits, managers today are developing balanced sustainable strategic visions 16–4 LO16-2 The First P: Planet Sustainability: meeting today’s needs without compromising the ability to meet tomorrow’s 16–5 LO16-2 Emphasis on Environmental Sustainability Emphasis on environmental sustainability is growing Customer expectations Economic factors Diminishing natural resources Increased business demand for scarce resources New initiatives Global climate change 16–6 LO16-3 A Broader View of Waste Life Cycle Assessment: evaluates the cost of waste throughout product lifecycle Extraction Production Packaging and Transportation Usage Disposal/Recycling 16–7 LO16-4 ISO 14000 Standard for Environmental Management Systems ISO 14000: international standard and certification for environmental management Identifying & controlling the impact of activities, products and services Improving environmental performance continuously Implementing a systematic approach to setting and achieving goals 16–8 LO16-4 Environmental Sustainability Challenges 16–9 LO16-4 The Second P: People Sustainable operations management also focuses attention on people The operations of a business directly or indirectly affect: customers, workers, suppliers, investors. Each of these stakeholder groups has its own needs and priorities 16–10 LO16-5 Four Key Stakeholders 16–11 LO16-5 The Third P: Profit Profit is equally important for the sustainability of an enterprise Business models evolve due to: Changes in economic conditions: Changes in competitor’s actions Changes in income levels Changes in educational levels Value propositions are dynamic 16–12 LO16-6 Measuring and Reporting Sustainability 16–13 Figure 16-4 – Breakdown of criteria assessed by the Dow Jones index. LO16-6 13 Sustainable Operations Management Summary Operations managers must be concerned with sustainability Environmental sustainability is becoming increasingly critical Sustainability also addresses human issues Operations managers need to manage and adapt to cultural differences Operations managers need to continually improve or change the firm’s business model Organizations and agencies are growing in their influence in promoting sustainable practices 16–14 14

• Quản trị kinh doanh
• Managing operations
• Supply chain
• Lecture Managing operations
• Sustainable operations management
• Environmental sustainability
• Reporting sustainability
• Operations planning
• Balancing objectives
• Managing processes
• Process capacity
• Theory of constraints
• Managing quality
• Product quality
• Quality management
• Product life cycle
• Process design
• Supply chain operations
• Supply chain management
• Strategic planning processes
• Logistics management
• Supply chain strategy
• Strategic planning
• Corporate strategy
• Strategic business unit
• Process mapping
• Current state
• Bound critical process
• Service process structures
• Product process matrix
• Service process matrix
• Lean systems
• Lean origins
• Total productive maintenance
• Customer service management
• Customer management
• Customer service
• Supply management
• Strategic sourcing process
• Sourcing strategies
• Transportation management
• Resource requirements planning
• Requirements planning
• Master production schedule
• Project management
• Project objective statement
• Organizing projects
• Advanced methods
• Project scheduling
• Project crashing
• Operations management
• Lecture Operations management
• Quản lý vận hành
• Operations strategy
• Organizational practices
• Bài giảng Quản lý vận hành
• Airline operations and delay management
• Airline operations
• Introduction to airline operations
• The operating environment
• Airline operations at airports
• Managing airline ground operations
• Production operations management
• Production Management
• Lecture Production operations management
• Supply chain risk
• Managing the integrated supply chain
• International business
• Kinh tế quốc tế
• Lecture International business
• Global business
• Managing international operations
• Production strategy
• Information system
• Business management information system
• Management information system
• Business management