For instance, the relationship of the production plants with the supplier base of the company has to be managed in accordance with the market demand and this also initiates increased logistics expenses for the business. Increasing operational expenses and change management factors are the major gaps in the existing supply chain management processes of Al-Hassan Group of Companies. The literature review section of the study will focus on gaining background knowledge on the operation functions model and supply chain management concepts for analyzing the situation of Al-Hassan. Operations management process of the business firms is mainly developed considering the organizational structure, culture and the nature of the products or services being provided by the business houses. The development of the operational process also considers the financial and managerial variables of a firm in order to encompass the organizational objectives within the supply chain functions. According to the study of McCrie, the business firms operating in the contemporary scenario are mainly influenced by the changes in the marketplace and thus design the supply chain functions in a responsive or adaptive manner. However, these approaches are costly and may not be suitable for firms who are newcomers or even big players making new ventures. Critical Gaps in the Production System of Al-Hassan.
Al-Hassan Group 2014. Corporate Communication. [Online] Available at: < http://www.al-hassan.com/corp_comm.html> [Accessed 13 February 2015].
Al-Hassan Group 2014. Manufacturing SBU. [Online] Available at: < http://www.al-hassan.com/manufacturing_home.html> [Accessed 13 February 2015].
Al-Hassan Group 2014. Vision and Mission. [Online] Available at: <http://www.al-hassan.com/vision.html> [Accessed 13 February 2015].
Aravindan, P., Devadasan, S.R. and Selladurai, V., 2008. A focused system model for strategic quality management. International Journal of Quality & Reliability Management, 13(8), pp. 79-96.
Chang, S.J., Hyun, P.Y. and Park, E.H., 2008. Quality costs in multi-stage manufacturing systems, Computers & Industrial Engineering, 31, p.115
Germain, R., Claycomb, C. and Droge, C., 2008. Supply chain variability, organizational structure and performance: the moderating effect of demand unpredictability. Journal of operations management, 26, pp. 557-570.
Goetsch, D., and Davis, S., 2010. Quality management: introduction to total quality management for production, processing and service. 5th ed. USA: Douglas Brooks.
Hines, P., Holweg, M. and Rich. N., 2004. Learning to evolve: a review of contemporary lean thinking, International Journal of Operations & Production Management, 24(10), pp.994-1011.
Horvath, L., 2001. Collaboration: the key to value creation in supply chain management. Supply chain management: an international journal, 6(5), pp. 205-207.
Longenecker, C.O. and Scazzero, J.A., 2007. Total quality management from theory to practice: A case study, International Journal of Quality & Reliability Management, 10(5), pp. 24-31.
McCrie, R. D., 2006. Security Operations management. 3rd ed. London: Harvester Wheatsheaf.
Murthy, P. R., 2007. Production and Operations Management, 4th ed. New Delhi: New Age International Publishers
Patel, P.C., 2011. Role of manufacturing ﬂexibility in managing duality of formalization and environmental uncertainty in emerging firms, Journal of Operations Management, 29 (1–2), pp. 143–162
Song, L.Z., Song, M. and Di Benedetto, C.A., 2011. Resources, supplier investment, product launch advantages, and first product performance. Journal of Operations Management, 29 (1–2),pp. 86–104.
Theoharakis, V., Voss, C., Hadjinicola, G.C., and Soteriou, A.C., 2007. Insights into factors affecting Production and Operations Management (POM) journal evaluation, Journal of Operations Management, 25, pp. 932-955.
Womack, J. P., and Jones, D.T., 2010. Lean thinking: banish waste and create wealth in your corporation. London: Simon and Schuste.
Please type your essay title, choose your document type, enter your email and we send you essay samples