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Operations management has been known to lay more emphasis on the production of goods and services. It ensures that business operations are carried out in an efficient manner (Wilson 1995, p. 6).
This is done using the necessary resources that an organization has at its disposal. In the long run, an organization will be in a good position to meet its customer’s requirements. Operations management is supposed to enhance quality, speed, dependability, flexibility and reduce on costs (Wilson 1995, p. 9). The main focus is on customers, suppliers, shareholders, society and employees.
Coca cola is the worlds leading beverages’ company and it has continued to offer customers good and distinct products (Warner 2010, p. 2). The company has nearly 500 refreshing and sparkling brands (Coca Cola 2010, p. 17). Their range of products includes juices, beverages, ready to drink teas and coffee etc.
The company has continued to offer these products in relation to the five objectives of operations management. By doing this, their main aim is to ensure that they meet customer requirements.
These products are produced with quality and speed thereby enhancing dependability. The company has been flexible as far as new products are concerned by being innovative (Coca Cola 2010, p. 21). In the process, they have managed to control costs well. All this has been done effectively by using the doctrines and principles of operations management.
As far as these objectives are concerned, coke has been innovative and strategic in its business moves and decisions to reach a wide market and attract more customers. This has been done to ensure that all stakeholders are taken care of.
They include; customers, suppliers, shareholders, society and employees. For instance, coke has come up with a strange new tea concoction (Warner 2010, p. 5). This signals that the company is finally serious about innovation.
Sokenbicha is a new product that is destined to leave a lifelong feeling to customers. It is an unsweetened Japanese blended tea. This means that the soda giant is changing strategies to offer products that aren’t simply sugar water (Warner 2010, p. 6).
On the other hand, it is an attempt to tap into a growing market that is not concerned with sugar water. These are some implications that operations management has had on the company.
To show how flexible the company is, this product does not mention Coca Cola Company in any case. Coca cola has been stressing on quality, speed and dependability and as a result there are various advantages and disadvantages that have come up as a matter of fact.
By stressing on quality, the company has been able to capture a wide market and retain customers (Warner 2010, p. 9). On the other hand, they have been able to retain their market as far as competition is concerned.
The company has also ended up with the right and symbolic steps to advance its business. By clinging on its soda brands, the company has been blamed for causing obesity and diabetes and this has affected its business in different markets (Coca Cola 2010, p. 12).
In the long run, it has been forced to invest a lot in innovation and research to ensure that it meets new and emerging customer demands.
It has come to the realization of Coca Cola Company that for it to retain its market and reach new ones it has to get off some reservations and become more strategic (Warner 2010, p. 9). This has forced the company to become more flexible in a bid to continue being strategic.
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Coca Cola Company will continue being a market leader in beverages so long as it applies good operations management practices and doctrines. Operations management ensures that business operations are carried out in an efficient manner. This is done using the necessary resources that an organization has at its disposal. In the long run, an organization will be in a good position to meet its customer’s requirements.
Coca Cola., 2010. The Coca Cola Company. Web.
Warner, M., 2010. Coke’s Strange New Tea Concoction Signals That It’s Finally Serious about Innovation. Web.
Wilson, M, J., 1995. An historical perspective on Operations Management, Production and Inventory Management. London: McGraw-Hill.