Question

Both these questions have three parts; please address all of them -

2. Identify ways a company can move from a "commodity" position to one of a cost and/or value advantage. Is a commodity position always bad, and how can companies differentiate themselves in this position?

4. Provide business examples of the three operations strategies make-to-stock, assemble-to-order, and make-to-order. Explain what it would take for a company to move from a make-to-stock strategies to make-to-order, and vice versa. What are the advantages and disadvantages of each strategy?

PLEASE EXPLAIN THEM IN GREAT DETAIL. Thanks

Answer 1

Identify ways a company can move from a "commodity" position to one of a cost and/or value advantage. Is a commodity position always bad, and how can companies differentiate themselves in this position?

Ways a company can move from a commodity position to one of a cost and value advantage and how companies always place themselves in thisPutting in order all resources about producing goods and services at the lowest cost possible and having the lowest costs associated with providing the products the company puts the business in the unique position of having the ability to charge its customers the lowest price in the market for those commodities hence the costs the company incurs to offer goods and services not necessarily price leadership but the two often work all along.The company should come up with an idea and immediately revert to the plan of doing it for the lowest price.

4. Provide business examples of the three operations strategies make-to-stock, assemble-to-order, and make-to-order. Explain what it would take for a company to move from a make-to-stock strategies to make-to-order, and vice versa. What are the advantages and disadvantages of each strategy?

Assemble to order: Assemble to order is a method of business production in which products ordered by consumers are delivered quickly and adaptable to a specific degree. The technique of assembling to order requires that the necessary parts of the item are now made and not yet collected. When a request is gotten, the parts are collected rapidly and sent to the client.

Explanation:

Make-to-order: Deals commands carry out your production orders. This means that the ERP system must have a strong and clever link between its business request module and the module arranging the collection. Deals orders have to be translated to orders of generation. You will have the opportunity to screen individual production agreements advancement with the intention of keeping your customers informed about a particular request for offers. Let's have a model show us all.

A customer arranges a specific machine. The machine comprises of numerous segments recorded on a bill of material. A few parts are utilized in various machine models. The business request is deciphered with the assistance of the bill of material into a creation demand. The generation solicitation will be joined with others (if there are any) to make a creation plan. The parts for the machine are either to be fabricated or bought. Some buy parts you keep in stock, others you buy when required.

Make to stock: Arranging right now depends on a business figure for a particular period, a year, a half year or a fifth. The ERP must have the option to provide measurable information and projections dependent on verifiable data to help the way visualization is made. The change from a business estimate to an arrangement for a generation is generally like the one previously depicted. The upside to creating for stock is that you are usually able to distribute the generation equitably over a given time period, staying away from the vast majority to wild scenes that routinely represent generating generation in particular.

There is plenty of space to accomplish a deeply qualified and powerful way of production. This does not mean that the production of make-to-stock is irreversible and liberated from flighty innovations. To change your business figure, your production structure must be easily movable.