Introduction
Being able to develop a strategic operation plan is pertinent to ensuring that the company in question delivers quality services of products to its customers.
In business, there can never be generation of value without intent. Therefore it is pertinent that organizations should develop a wide range of polices and processes for utilizing the available resources that the company has to produce maximal value aligned to long-term business mission.
Integral Technology
This is basic best practise whereby companies struggle to mitigate or alleviate constraint by use of new technology. Basically, in a world where technology is advancing very fast, companies can be able to get a variety of services that are of positive impact on their businesses (Peppard & Rowland 1995, p. 34). For instance, when a firm applies the WfMS, it will effectively reduce the time it takes to handle logistical tasks.
Changes of technology can effective restructure the conventional procedures of doing business by offering the participants totally new possibilities (Klein 1995, p. 20). The costs of purchasing, developing, implementing and training and maintaining are very high.
Furthermore, the introduction of new technology can cause fear among workers and could end up in prejudiced impact. Sometimes that can reduce the quality of business processes. This best practise was identified by Klein, 1995, p. 20 and Pappard & Rowland 1995, p. 34.
A company that uses integral technology is Toyota (Monden,1998, p. 133). The company has a system referred to as the Toyota Production System and this is an integrated social and technical system that has been designed to incorporate managing philosophies and tradition (Monden 1998, p. 134).
The TPS is able to organize the process of manufacturing and other logistics for Toyota Company with includes of process of interacting with clients and suppliers.
Outsourcing
The process of outsourcing of the entire business process or parts of it could be the best strategy a company can apply to be able to progress faster. Another company or party could be very effective in doing certain tasks and therefore it can as well do the same tasks for another business (Klein 1995, p. 20). The main objective of outsourcing is generally to cut the cost of having to do the job by oneself.
The major setback could be that the quality maybe compromised. Besides, outsourcing requires a great deal of coordination so that the business can produce in a harmonised fashion (Reijers & Mansar 2005, p. 303). This makes management of these task a complex job since certain tasks are being conducted in other firms and so on.
IBM has been observed to use this type of best practice to improve its performance. It has outsourced to Okla, and Tulsa where they create employment for over 1,000 people. Tulsa centre offers on-demand solutions which form the main strategy of IBM’s growth (Clements et al 2004, p. 2).
It has signed deal with Williams and Marathon oil firm to ensure it will have adequate energy supply. Due the efficient outsource strategies, the IBM management report that many other firms have been turning to IBM for its ground-breaking business process answers (Clements et al 2004, p. 2). These answers include automation of handling business expenses payment processes.
Conclusion
There can be a well balanced existence of the best practices and categorical commands from strategic management schemes. Organization need to ne adaptive, actively paying attention to their workers, customers and other stakeholder including the communities around. With suitably directed and applied policies and procedures, a firm will be able to increase the value of its products and services.
Reference List
Clements, S. R., Donnellan, M. A., & Read, C., 2004, CFO Insights: Achieving High Performance through Finance Business Process Outsourcing. New York: John Wiley and Sons.
Klein, M., 1995. 10 Principles of Reengineering. Executive Excellence, Vol.12, No. 2, p. 20
Monden, Y. 1998, Toyota Production System: An Integrated Approach To Just-In-Time. Norcross, GA: Engineering & Management Press.
Peppard, J., & Rowland, P., 1995, The Essence of Business Process Reengineering. New York: Prentice-Hall Editions
Reijers, H. A., & Mansar, S.L., 2005. Best Practices In Business Process Redesign: An Overview And Qualitative Evaluation Of Successful Redesign Heuristics. The International Journal Of Management Science, Vol. 33, Issue 4, pp. 283 – 306