Professional Documents
Culture Documents
MANAGEMENT
FOR COMPETITVE A
DVANTAGE
ดร. ชัยรัช หิรัญยะวะสิต
Chairat Hiranyavasit, Ph.D., CPIM (APICS)
คณะบริหารธุรกิจ
สถาบันบัณฑิตพัฒนบริหารศาสตร์ (NIDA)
Telephone: 08-1614-6910
chairatdr@yahoo.com
• Areas of Specialization:
– Strategy Formulation and Deployment
– Operations Management
• Current Works:
– National Institute of Development Administration (NIDA)
• Full-time Faculty in Operations Management, School of Business
Administration
– Consultant
Environment
Social Political Economy Legal Technology
Suppliers Competitors Customers
Outcome
Transformation
SUPLLIERS Inputs Process Outputs CUSTOMERS
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Perceived
quality
Customer
value
Customer
Dependability treatment
Monetary
price
การแข่งขันทวีความรุนแรงขึน ้ มาก
• คูแ
่ ข่งขันมากขึน
้ เก่งขึน
้
• มีสินค้าในตลาดให้ลูกค้าได้เลือกซ้ือมากขึน ้
• ลูกค้าต้องการสินค้าคุณภาพสูงขึน ้
ในราคาถูกลง
• ผู้ผลิตต้องต่อสู้กบ
ั ต้นทุนการผลิตและค่าใช้จ่า
ยในการดำาเนินกิจการท่ส ี ูงขึน
้ อย่างต่อเน่ ือง
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Economic
Political Legal
Social Technological
Organization’s
Opportunities and
Threats
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 15
Major Segmentation
Variables for Consumer Ma
rkets
• Geographic: Country, Region, City
• Demographic: Age, Family Size, Family Life Cycle,
Gender, Income, Occupation, Education, Religion, Race, Na
tionality, Social Class
• Psychographic: Lifestyle, Personality
• Behavioral: User status, Usage rate, Loyalty status,
Buyer-readiness stage, Attitude toward product
Economy Low income Heavy users High autonomy, value oriented Any brands
family on sales
Medicinal Health conscious Heavy users Hypochonodriac, conservative Fluocarin
family
Cosmetic Teens, Smokers High sociability, active Zact
young adults Coffee/Tea drinkers
Taste Children in Spearmint/fruit lovers High self-involvement, hedonistic Kodomo
family
Served Unserved
Customer Types
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 22
INDUSTRY AND COMPETITOR
ANALYSIS
EF FEC TIVEN ESS
EF FICIENC Y
CUS TOMER VAL UE
Develop Market
Analyze Analyze and design Develop Produce Deliver
and sell Collect
market and industry and Formulate products/ and design products/ products/ payment
products/
customers competitors strategies services processes services services
services
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Related and
Supporting
industries
Related and
Supporting Government
industries Policy and
Regulation
e
zon
Importance to
Brand
ia te
Order
Customers
Reputation
r op r
qualifying
Ap p
Past, On-Time
Delivery Excess zone
Less Quick Repair
important
Worst Better
than than
competitors Relative competitors
Performance
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 32
STRATEGY FORMULATION
EF FEC TIVEN ESS
EF FICIENC Y
CUS TOMER VAL UE
Develop Market
Analyze Analyze and design Develop Produce Deliver
and sell Collect
market and industry and Formulate products/ and design products/ products/ payment
products/
customers competitors strategies services processes services services
services
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Corporate/Business Strategy
Operations Strategy
Decisions on Processes
and Infrastructure
P1 P1 P = Product
M = Market
P2 P2
P3 P3
P1 P1 P1
P2 P2 P2
P3 P3 P3
Competitive Advantage
Cost Other Uniqueness
Broad Target
COST LEADERSHIP DIFFERENTIATION
Competitive Scope
DIFERENTIATION
Narrow Target COST FOCUS
FOCUS
Examples:
• Aging boomers => health care, travel, etc.
• Rising Xers => entertainment, sport, beauty, fashion,
computers, mobile phone, games, etc.
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 52
Driving Force 4:
MASS CUSTOMIZED CHOICE
• “Have it their way…the customer way.”
Examples:
• 40+ channels cable TV
• MK Suki restaurant
• Salad bar
• Assemble to customer order at Dell
Examples:
• e-Girl by KBANK
• MP3
• Mobile phone
• Weight control nutrition
• No salt-low carb-low fat foods
Examples:
• Discount superstore: Lotus, Big C, Makro
• บ้านเอื้ออาทร
Examples:
• In-stores classes or seminars for customers
• Warehouse service – ships customer orders as needed
• Overdraft protection
• Computerized kitchen and remodeling planning
• Extended warrantee
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 56
Driving Force 8:
ULTRA SERVICE
• “These people demand service…if they don’t get it from your
company, they’ll get it from your competitor.”
• Ultra service can…
– overcome a competitor’s price advantage.
– let a small company take on a big one-and win.
– build customer loyalty that lasts for years.
Examples:
• Nordstrom Department Store
• Oriental Hotel
• Singapore Airline
Examples:
• Computer network to link supplies, manufacturers,
distribution centers, and retailers
• e-Business
• e-ticket for airline
• PDA Phone for salespeople
Examples:
• Toyota – reliable car
• Ferrari – high speed sport car
• Mercedes Benz – luxury car
• Toyota – Just-in-Time and lean systems
1. Product Innovation
3. Process Innovation
5. Strategy Innovation
Breakthrough
Substantial
Incremental
Opening
Value Hamburger
Substantial Meals University
For
Breakfast
Green
New French Boston
Milkshakes
Incremental for St. Pat’s
Fry Markets
Cooker Acquisition
Day
Franchisee
Beauty Nutrition International
Breakthrough And Fashion
Quality Assurance
Expansion
System
Skin-cared
Store Expansion
Products and Supply Chain
Substantial Make-up Management System
throughout
Thailand
Cosmetics
Breakthrough
Magnitude of Change
Substantial
Incremental
Breakthrough
Substantial
Incremental
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Customer
places order
Raw
material Cook Assemble Deliver
Customer
places order
Raw Finished
material Cook Assemble goods Deliver
Customer
places order
Raw
material Cook WIP Assemble Deliver
Flexibility (high)
I Not feasible
Customized Unit cost (high)
Job Shop products
II
Paint
Batch
III Automobile
Assembly Line assembly
IV Oil
Continuous Flow Not feasible refinery Flexibility (low)
Unit cost (low)
Conveyor
Machine Machine
Pallet
Machine Machine
Machine Machine
Load
Unload Finished
Parts Terminal goods
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
• High costs
• Poor quality
• Poor customer services
• Lower sales
• Lower profit / Higher loss.
M D
S A C
I
Information Flow
U N T R U
P U R E S
P F CollaborativeI Planning Flow T T
A A
L C B O
I T U I M
E
Material,
U Product,
T and Service Flow
L E
R O E
R R R R
E
S S S
R CashS Flow
S
PLANNING
AP COSTING AR
FA GL PR
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 100
การแสดงตัวอย่างการทำางานของ
Toyota Production
System
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 101
การแสดงตัวอย่างการทำางานของ
Toyota Production
System
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 102
การแสดงตัวอย่างการทำางานของ
Toyota Production
System
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 103
การแสดงตัวอย่างการทำางานของ
Toyota Production
System
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 104
Kanban System
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 105
WAL-MART
Customers
Suppliers
DC Rangsit
Customers
HUB
(Lampang,
Nonesomboon, Customers
Thungsong)
Lampang
Nonesomboon
DC.Rangsit
Regional Hubs
Distribute Goods
to Customers by
Window Delivery.
Thung Song
Salesma ORDERS
n
SAP
SAP
• E-Ordering
• Call Center
CTL Carrier Dealer
Transportation Order
Processing
Accounting
Warehousing Order Tracking
✦ จัดการกับคำาสั่งซื้อของลูกค้า ✦ การทำาบัญชีค่าขนส่ง
✦ การวางแผนเส้นทางการขนส่ง ✦ ติดตามสถานะของคำาสัง่ ซือ้ ของลูกค้า
Logistics
Online Planning
Center
Transportation
Communication Dealer
Network
End users
Accounting
Human
Information Technology and Performance
resource
management management financial measurement
management
management
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 119
CO NTI NUOUS QU ALI TY IMPRO VEMEN T
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 120
THE END
Thank You
Chairat Hiranyavasit, Ph.D., CPIM Operations Management for Competitive Advantage 121