Operation & Logistics Management Essay

In modern world, the management of operations and logistics can represent the know-what, the know-how, and know-why of a company’s overall picture as well as its functional areas. Knowledge of the management is acquired by managers and employees, including analysts, by examining and investigating operations under study. This differs from the acquisition of specialized knowledge that is learned by performance over time.

Usually, the management of operations and logistics is conducted by company personnel who possess a high level of skills in their field of work, for example, strategic planning, marketing, manufacturing, accounting and finance, and human resources. Besides, there are other company occupations that include some type of management work, directly or indirectly. The management of operations and logistics can therefore be defined as ‘‘the acquisition, creation, packaging, or application of knowledge’’ (Lesser 90).

KANGPUT Technology Development Company has been increasingly, and heavily, influenced by economic theories of the firm; notably, developing management systems, selecting appropriate software that may be placed under the umbrella term of the “knowledge-based view of the firm”. KANGPUT Technology Development Company is based on customer satisfaction. This essay is based on KANGPUT Technology Development Company in China. This paper will consider how to use, maintain and control the knowledge effectively so the current management of operations and logistics of the organisation could be improved and have a better future overall.

This work also covers the possible need for the director of KANGPUT Technology Development Company to accommodate changing knowledge work processes. An important part of developing operations and logistics management systems is selecting appropriate software, and therefore software selection is also discussed in the paper. Operations form the base of both multinational and small company, whether in manufacturing, service or non-profit organisations.

Operations Management & Logistics is a field that involves several subject disciplines such as product development, quality management, logistics, information systems and human resources management. Operations comprise beginning from the performance management of a group of design engineers to the exact forecast of production and delivery performance. People are the source of the ideas and actions that grow organizations. Yet the role of people and human capital has been changing in a fundamental way over the last several decades. Until recently, institutions have been the dominant part of the equation.

As long as human inputs into wealth were seen as commodities, then people were interchangeable, one for another. Their contributions were marginal to the profits and practices of the company. As much as leadership proclaimed, “Our people are our most important resource,” very few organizations actually mobilized their people (Thierauf 32). A major challenge for the organisation is to engage and cultivate its networks of human capital (Bassett 35). In this era, the human capital that supports the company is only partially a group of direct employees.

In fact, as time goes on, many organizations will operate with a core group of strategic leadership. The era where benign bureaucracies hired people to have jobs for life has come to an end. Instead, people will work in a number of organizations during their working lives and may have multiple engagements with a number of companies at the same time. People will increasingly begin to see themselves as companies of one, where they are responsible for their learning, their personal growth strategies, the quality of their relationships, and their work environment.

As a result, a growing proportion of the people working with enterprises will be independent contractors, outsourced from other organizations, members of organizations with whom the enterprise has alliances. KANGPUT Technology Development Company raises these critical questions and lay the groundwork for establishing the kinds of frameworks, practices, and relationships that are necessary for any company to successfully navigate operations management & logistics.

KANGPUT Technology Development Company must to make organization that is nothing more than an extension of human thought and action, which makes human capital the only active capital. Financial and physical resources are important, but they cannot be transformed without the lever of human capital. The input of human capital grows in value and is becoming the differentiator for the company. Therefore, KANGPUT Technology Development Company must recalibrate to see how that input operates and bring it into balance with all of the other elements, including long-term knowledge management strategy.

There should be a power shift. As people will begin to be better able to autonomously gather information, achieve mobility, and initiate connectivity, they will redefine the role and value of their human capital. As a result, they will make new demands on management for more satisfying kinds of tools and techniques for the management of operations. Operations management has to, in a sense, catch up with its workforce and respond with increasing flexibility to obtain the kinds of capabilities and commitments it needs to succeed (Lowson 120).

This is a major reversal for operation management, which is used to being able to dictate the terms of employment. Regardless, it is a necessity. Company leadership must come to know better what human capital it needs, not just for today, but also for tomorrow and the day after. It must understand how to rapidly acquire, compensate, grow, and retain it so that it can positively affect its business performance and operating objectives. The result is that it must change its orientation and its basic systems to be at the lead of the knowledge-based enterprise reality.

Managing the knowledge and human capital for continuous learning, sharing, and connecting as human beings needs to be part of the daily practice of everyone, from leadership to the frontline of the company (Thierauf 67-78). In the beginning, it should be said that there is no single hardware or software product or combination of the two that can give a comprehensive approach to operations management. If a comprehensive operations management system environment is the ultimate purpose, hardware and software products cannot be utilized alone.

Creating a company-wide knowledge management infrastructure needs the integration of many different technologies. For KANGPUT Technology Development Company to open successfully its collective knowledge for companywide use, it is essential not only to develop and use integrated hardware and software technology but also to use the development company’s employees and their related business processes with this knowledge management technology.

If KANGPUT Technology Development Company employees are not working in a collaborative environment or if no procedures are in place to share the knowledge, no amount of operations management system technology can change that. For operations management system environment to work well, it must be viewed by company employees at all levels as a strategic means for KANGPUT Technology Development Company to become more competitive and ensure success in the long run.

To better comprehend what needs to be done to develop operations management systems effectively, it is best to begin with past and current approaches to the management of operations. This can be done in the form of expert systems and then go on to various levels of operational knowledge acquisition and use—beginning from tactical knowledge to strategic knowledge (Leonard-Barton 156). To acquire and spread narrow- to wide-based operational knowledge for KANGPUT Technology Development Company’s employees, the present knowledge work processes may have to be innovated.

This may include reengineering in which knowledge work processes have to be revamped so that knowledge flows freely to every functional unit and subpart that needs it. In order to achieve this ambitious knowledge work redesign, several approaches can be undertaken by operational knowledge management system developers. First, KANGPUT Technology Development Company can change the content of knowledge by expanding what it encompasses in order to better meet desired goals.

Second, the company can reorder the composition of work so that company employees may change the concentration of their jobs from information to knowledge. This change may demand the use of more teams of employees in order to share knowledge learned from previous projects, job assignments, and the like. From another side, the change can concentrate on the employment of new networking technology that lends itself to groupware. Using this technology allows employees to have individual knowledge bases and global knowledge bases so that to improve the effectiveness of their operations.

Overall, the described changes are quite consistent with reengineering approaches to work and also bolster the efforts of employees using knowledge to make their jobs more effectively. For the purpose to decide which approach to use for reengineering work processes, it is essential for the operations system developers to define which knowledge orientation is required by the company and its employees. Additionally, there are other factors that can influence which direction to choose. These involve the competitive environment, corporate culture, company strategies, problem-finding approach, and the information technology infrastructure.

By creating an effective relationship among knowledge work processes, company employees, and the items set forth above, operations system developers can sort out the important factors and set forth ones that are useful in the final design. Operations management systems represent a new business intelligence technology that is useful. Business intelligence technology has become popular because it gives decision makers the opportunity to access and analyze large quantities of information. This information can be used to distil knowledge concerning current and future patterns and trends.

Besides, operations management systems are attractive because they give decision makers faster access to desired knowledge which can be presented in new ways that do not require extensive custom programming. In the future of the company they will assist decision makers in making better informed decisions. The point is that decision makers have a wide base of resources at their command to use on problems facing them. Since no one software product can serve the full range of user knowledge needs, there are a host of products available today.

Good operations management systems require the cooperation of the vendors, the computer department, and the company’s decision makers and their employees. Most outside vendor products have limitations that will be reached the first time a user says, ‘‘I need …’’. What the person then finds is that the package has provided what is thought to be needed. The vendor can do little to adapt it. So instead of simply acquiring this package, it is necessary to look for one or more software packages that provide capabilities for adapting it to the needs of company decision makers.

This naturally leads to the next team that must be created, the computer department. Cooperating with the computer department rather than treating it as an outsider will result in a operations management system much better used to the users’ needs. These computer employees, after all, have been providing much of the information that managers and their employees use. Therefore, they know what some of the decision makers’ needs are already. They will also be the people who will create and implement the system and adapt it to decision makers’ needs.

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