Name: Professor: Course: Date: Rolls Royce Company Introduction Primarily Rolls Royce report was used as a source of business data. The management operations and the strategies of the firm were found to conform to the recent trends in the services. These activities include customized quality of products and the flexibility of production. It is a global company supplying power products and furthers the basis of its judgments on the customer demands. Rolls-Royce has a balanced business portfolio dominating in many fields such as energy defense aerospace and marine markets. This paper focus on evaluating the markets making recommendations and where to situate the Rolls-Royce company. It can be best located in the Externally Supportive stage. This is due to the presence of redefined industry expectations. It also gives an action advantage. The company has a driving strategy to achieve the best. Marine defense aerospace and civil aerospace in the new skills needed in the market. Example industry oriented capabilities such as merchandising. Rolls Royce also makes the capability to be its own culture not only attained via competition. Also effective training methods and allowing room for improvement ensures the company is aligned. Conclusion For the company to remain competitive it has to embrace the issue of benchmarking. It also has to be quick in innovation and creation to be able to produce new products to maintain customer satisfaction. Cited Work Slack Nigel. "Operations strategy: will it ever realize its potential?." Gestão & Produção 12.3 (2005): 323-332. Kerkey W. Wynn C. D. (2011). Redesigning the design process through Interactive simulation: A case study of life-cycle engineering injet engine conceptual design. International Journal of Services and Operations Management Vol. 10 No. 1 pp.30-51. Baines Tim et al. "Towards an operations strategy for product-centric servitization." International Journal of Operations & Production Management 29.5 (2009): 494-519. [...]
1. Consider where you would situate the Rolls Royce operation on the Hayes and Wheelwright model of operations contribution 2. Evaluate the main markets of Rolls Royce (new engines, ‘power by the hour’ and in-service remote engine monitoring); what are the order winners and order qualifiers in these markets? 3. Make some recommendations for the operations strategy of Rolls Royce to consider in the future. What does the company need to do to ensure that the market requirements and organizational capabilities remain aligned?