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      运营管理专业assignment格式范文一篇【精选】

      时间:2019-03-01 13:32来源:未知 作者:anne 点击:
      导读:本文是一篇运营管理专业的assignment范文,内容是?#33539;ㄈ范?#20855;有高度可变需求模式的两个行业,并解释他们如何调整其能力。 这个问题没有具体案例。 可变需求可包括季节性公司。 税季
      导读:本文是一篇运营管理专业的assignment范文,内容是?#33539;ㄈ范?#20855;有高度可变需求模式的两个行业,并解释他们如何调整其能力。 这个问题没有具体案例。  可变需求可包括季节性公司。 税季,学校季,天气相关公司就是例子。
      1.0 Introduction 引言
      由于不同公司的产品或服务存在差异,一些公司的市场需求可能会周期性变化,给企业管理带来巨大挑战。对于管理者?#27492;擔?#22914;何在控制成本的情况下制定适当的策略来满足不断变化的需求,对企业的成功具有特殊的意义。本研究以啤酒业与培训业为研究对象,探讨其变动需求模式,以及如何调整其产能与资源以满足变动需求。
      Due to differences existing in products or services of different companies, market demand of some companies may vary periodically, which brings corporate management enormous challenges. For managers, how to develop appropriate strategies to meet changing demands in the case of control costs has a special significance for success of companies. This study takes beer industry and training industry as research objects to explore their variable demand patterns, as well as how they adjust their capacities and resources to meet variable demand.
      2.0 Body主体
      2.1 Beer industry啤酒行业
      啤酒行业的生产和销售明显是季节性的,通常第二季度和第三季度是旺季,第一季度和第四季度的销售都很缓慢(Donadini等,2016)。在正常情况下,繁忙季节的啤酒公司的销售额占一年总销售额的约60%,而淡季销售额仅占一年的约40%(Donadini等,2016)。考虑到季节性需求的变化,啤酒公司的管理者主要采取库存控制和劳动力成本控制来满足市场的可变需求。主要策略是针对不同的员工采用不同类型的管理模式。啤酒公司的员工一般可分为两类,一类是从事全职和更复杂工作的员工,另一类是从事?#22270;?#33021;和临时工作的员工。
      Production and sales of beer industry are obviously seasonal, usually the second and third quarters are busy seasons, the first and the fourth quarter sales are slow (Donadini et al., 2016). Under normal circumstances, sales of beer companies of busy seasons account for about 60% of the total sales of a year, while the off-season sales account for only about 40% of a year (Donadini et al., 2016). Considering the variable seasonal demand, managers of beer companies mainly take inventory control and control of labor costs to meet variable demand in the market. The main strategy is taking different types of management modes towards different employees. Employees of beer companies can generally be divided into two kinds, one is employees who are engaged in full-time and more complex work, the other is those who are engaged in low-skilled and temporary work. Regular employees of beer companies are those who generally operate important equipment and machines in the production lines, they are important talents for ordinary operation of beer companies, management of beer companies towards them is usually overtime and undertime strategy. During peak seasons, extending their working hours; in off-season, beer companies will reduce their working hours or provide vacations for compensation for overtime work in busy seasons, which can not only reduce inventory and labor costs, but also avoid the loss of key employees. Beer companies typically employ temporary workers to be responsible for crating and other unskilled work. For these temporary workers, beer companies usually take chase demand strategy. That is, beer companies will temporarily dismiss the temporary, until busy seasons when there is a demand for a large number of workers, the temporary workers will be hired again.
      2.2 Training industry
      Training institutions dealing with SAT or ACT tutoring for students has a significant school season characteristic in terms of changes in customer demand. During term, there is less demand from students for training; during summer and winter vacations, there will be more students having demand for training (Ismail et al., 2015). The main costs of training institutions are human costs, in off-season, management strategy of training institutions is control of labor costs, as teachers are core competitiveness of training institutions, training institutions can not dismiss teachers casually, because in busy seasons, they still need these professionals to provide customers with professional training services, dismissal of teachers in off-season may not only result in the loss of key employees, but also increase the costs of recruiting new teachers in busy seasons. Therefore, off-season management strategy of training institutions is not dismissing teachers, but keeping certain number of teachers to ensure that there are enough teachers to provide high-quality training services in peak season, at the same time saving labor costs as much as possible. The specific measures include reducing teachers’ working hours, providing paid holidays to teachers, which helps to reduce the costs of salaries paid to teachers, or training institutions provide more training opportunities to help teachers to improve their capacity to better serve customers in high season.
      3.0 Conclusion
      Cyclical fluctuations and changes in market demand bring enormous challenges to corporate management. For managers, how to develop a right strategy to control costs to meet changing demands is highly significant for enterprises to achieve success. 
      Different enterprises or organizations have variable demand patterns, different companies adopt different strategies to meet variable demand. Taking beer industry as an example, the main strategies taken include overtime and undertime, chase demand. For training institutions, the main strategy is maintaining resources for high-demand levels.
       
      References
      Donadini, G., Fumi, M.D., Kordialik-Bogacka, E., Maggi, L., Lambri, M. and Sckokai, P. (2016). Consumer interest in specialty beers in three European markets. Food Research International, 85(7), 301-314. 
      Ismail, S., Mohamad, M.M., Omar, N., Heong, Y. M. and Kiong, T. T. (2015). A comparison of the work-based learning models and implementation in training institutions. Procedia - Social and Behavioral Sciences, 204(24), 282-289.


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