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

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?

Ways a company can move from a commodity position to one of a cost and value advantage and how companies always place themselves in this

Putting 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 business creation system where items requested by clients are delivered rapidly and are adaptable to a limited degree. The Assemble to order technique necessitates that the essential pieces of the item are now made yet not yet collected. When a request is gotten, the parts are collected rapidly and sent to the client.

Explanation:

Make-to-order: Your creation orders are brought about by deals orders. This implies your ERP framework must have a solid and astute connection between its business request module and the generation arranging module. Deals orders must be converted into generation orders. You ought to have the option to screen the advancement of individual creation arranges with the goal that you can keep your clients educated about a specific deals request. Let us show everything with a model. 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: Right now arranging depends on a business figure for a specific time, a year, a half year or a quarter. The ERP must have the option to help the way toward making visualization by giving measurable information and projections dependent on verifiable data. The change of a business estimate to a generation arranging is generally like that depicted previously. The upside of creating for stock is that you are as a rule ready to spread the generation equitably over a given time span, keeping away from the vast majority of the wild scenes that regularly portray specially make generation. There is a lot of space for accomplishing a profoundly proficient and powerful way of creation. This doesn't imply that make-to-stock creation is steady and liberated from flighty developments. Your creation arranging must be easily movable to changes in your business figure.