Assignment 1 Vice President Of Operations Part 1due Week 3 And Worth ✓ Solved

Assignment 1: Vice President of Operations, Part 1 Due Week 3 and worth 200 points Scenario: Imagine that you are the vice president of operations at a production or service organization. You have noticed that your organization’s current operations strategy is not supporting the challenges that the organization is presently facing. In order to maintain a competitive edge, you must address these challenges with your Chief Executive Officer immediately. Select an existing production organization. Analyze the organization’s current vision, mission, business strategy, operation strategy, supply chain, total quality management, just-in-time philosophy, forecasting method, statistical technique, facility location, work design, project life cycle, and project management.

Note: You will need this information in order to complete this and subsequent assignments. As you collect the information for Assignment 1 and Assignment 2, remember that in Assignment 3 you must prepare a presentation for your Chief Executive Officer. Write a three to five (3-5) page paper in which you: 1. Evaluate key elements of the selected production or service organization’s operational efficiency with its operational strategy. Determine three (3) tasks that do not align with the operational strategy.

Determine the weaknesses that are evident in each task. 2. Formulate a new operations strategy for the selected organization based on the four (4) competitive priorities (i.e., cost, quality, time, and flexibility). 3. Analyze both the structure of the competitive priorities and infrastructure of the production process.

Develop three (3) new enablers that are aligned with the long-term plan of the selected organization. Evaluate three (3) pros and three (3) cons of the new enablers. 4. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not quality as academic resources.

Your assignment must follow these formatting requirements: · Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. · Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: · Analyze the differences between service and manufacturing operations management to identify planning considerations. · Formulate an operations strategy to conduct production or service operations. · Explain how an operations strategy impacts product design and process selection. · Use technology and information resources to research issues in operations management. · Write clearly and concisely about operations management using proper writing mechanics 7 Vice President of Operations Vice President of Operations Part 1 Millicent Prescott Professor Phyllis Parise Operations Management October 18, 2017 Amazon Web Services Inc. is one of the best companies in the world.

Not only does it have one of the friendliest business cultures around the world, but it also has its senior software developers earning up to 0000 per year (Emolument, 2017). I am the vice president of operations at Amazon Web Services Inc. Who are we? What do we do? Simply put, Amazon Web Services is the future of computing.

We seek to leverage on the power and opportunities presented by cloud computing in business development, provide data storage centers, develop and maintain Artificial Intelligence software APIs among other computing services (Amazon Web Services, 2014). In order to maintain a competitive edge, my office is charged with the responsibility of ensuring that the current operations strategies are in line with the current challenges that are bedeviling the company. At the moment, this desired ideal is not what we are experiencing. There exists a set of key elements in our operational efficiency with our operational strategy upon which our success has been drawn this far. Firstly, our operational strategy is broadly service based.

The aforementioned set consists of location and quality of service which are based on the elements drawn from both the structural and infrastructural frameworks. The key elements in this set comprise a strong global presence, hardware reliability, infinite storage capacities, infinite computer processing power and infinite server and hosting capacities (Amazon Web Services, 2017) among others. However, there is also a set of tasks that do not align with our operational strategy. The tasks include Analytics, application and security. At Amazon Web Services, Analytics involves getting several terabytes of data from users and making sense out of it through processes such as graphical illustrations.

This is usually done at no cost since it simply involves the transformation of data from one form to another. Nevertheless, we incur computer processing costs which have indeed led to a lag in data delivery over the network. The application field is utilized by our software engineers who are testing the latest technologies in Artificial Intelligence and distributed machine learning. Many a time, these are futuristic endeavors with which we do not realize much profit. Therefore, we need to pump funds into projects of this nature, even if they are not going to return on investments any time soon.

For security in itself as a non-operational strategy oriented task, redundancy of security software is the greatest weakness (Varia, 2011). This is due to the fact that we have to run parallel antivirus programs with multiple layers of network abstractions and yet this data is being sanitized at the clients’ computers. The four competitive priorities in business are usually a good basis upon which operational strategies are formulated. In regard to cost, our organization is already offering unrivaled price values in comparison to other competitors such as Google and Microsoft (Amazon Web Services, 2017) among others. To benefit more from the leverage presented by cost, we will need to introduce cost tariffs whereby our users and subscriber can indeed choose the kind of payment plans they want.

By doing this, we will not only make the bottom cost the lowest one available, but we will also make it flexible which will probably attract more subscribers. Quality is an important consideration in the modern business world. At Amazon Web Services, we will need to scale up our data centers globally. This will ensure that our customers, especially in some regions of South Asia and Africa have access to comprehensive and reliable network connections. In addition, we will need to liaise with local telecommunication companies in these regions to create affordable internet access points which will ensure a smooth delivery of our services globally.

Delivering on time means coming up with measures that will ensure our customers get exactly what they want at the very instant when they need it. Our services are based in the cloud. Therefore, all that we need in order to achieve this is reliable and robust internet coverage. This will make it a necessity for us to launch our satellite into space over the next ten years in order to leverage on the power of vast and free internet speeds obtainable once such a facility get its orbital coordinates in space. Flexibility is analogous with adaptation.

We must always be on the lookout for the kind of feedback that we are getting from our customers and competitors as well. In order to realize this, we will need to create an online platform whereby our subscribers can always hold a one on one chat with our team and talk about the issues that they may want ironed out within our services. An integrated operations strategy will therefore encompass the four priorities already discussed. It will focus on tariff based pricing of the services, 100% uptime services and ubiquitous data centers across the globe. This will give us an ultimate upper hand as an established cloud based computing and infrastructure giants.

A deep analysis of the structure of the competitive priorities exhibits a largely skewed competitive edge for Amazon Web Services. Going by the kind of competitors in existence, AWS pricing is in such a way that it is indeed the lowest (Amazon Web Services, 2017). This gives the company an upper hand, given that most of the customers usually have cost as the sole factor in determining which client to book. However, AWS needs to work with the element of time. This is because Google, a major competitor, is by far having much better structure in the form of the Android operating system which is powering close to 2 billion handheld devices worldwide.

AWS might need to mirror this process in a much clever way and find a means of being able to reach out to the customers at an instant’s notice just like google. Important to note, in regard to the infrastructure of the production process, is that having a personal touch, just like Google will give the company direct control and expression of the content being delivered to the end customers. AWS is not as flexible as it might be desired. Many a times, the company uses open source policy in most of its services. However, the corporate worlds which make the bulk of its customers prefer licensed and very expensive software in which they can demand for accountability from the vendors.

This makes the AWS flexibility a debatable issue and the company might indeed need to put serious considerations into these issues in the future. Three New Enablers Aligned with AWS’ Long Term Plan. a. Increase in internet connectivity in Africa through fiber optic cables. b. The establishment of Amazon Web Services as a brand name for cloud computing infrastructure. c. Advancement and increase in interest in Artificial Intelligence and machine learning.

Pros and Cons of the New Enablers Enabler Pro Con A Increased market base B Self-marketing advantage Trade Mark infringement from rogue markets and creation of fake copy services. C Advancements and possible breakthroughs in robotics and medicine Loss of many manual jobs which will ultimately be automated References Amazon Web Services. (2014). Overview of Amazon Web Services. Seattle: Amazon. Amazon Web Services. (2017, April).

Amazon Web Services. Overview of Amazon Web Services. Amazon Web Services. (2017). Cloud Service Pricing. Emolument. (2017).

Amazon Employee Salaries. Retrieved from Varia, J. (2011, January). Amazon Web Services. Architecting for the cloud.

Paper for above instructions

Introduction
As the Vice President of Operations at Amazon Web Services Inc. (AWS), I find myself in a unique position to observe and address the operational intricacies that affect the organization. The current operational strategies must adapt to the evolving challenges that we face in the cloud services sector. This paper will provide a detailed analysis of AWS’s vision, mission, business and operational strategies, supply chain management, total quality management, just-in-time philosophy, and other pivotal operational facets.
Current Operational Strategy Evaluation
AWS’s operational efficiency hinges on its vast data centers, robust software capabilities, and a strong emphasis on service delivery. The mission and vision focus on delivering scalable infrastructure and applications, empowering developers, startups, businesses, and government agencies around the globe (Amazon Web Services, 2017). However, three significant tasks misalign with our operational strategy: Analytics, Application Development, and Security Management.
1. Analytics: The current analytics task often leads to inefficiencies, such as late data delivery, as the process incurs significant computational costs without direct revenue generation. This not only affects service delivery but may also limit our capability to innovate quickly (Varia, 2011).
2. Application Development: AWS invests heavily in developing cutting-edge technologies such as artificial intelligence, often without immediate returns. These projects, although revolutionary, consume resources and may not yield short-term profits, creating potential vulnerabilities in our budget management.
3. Security Management: Our redundancy in security software, while ensuring high security, has created unnecessary complexity leading to higher operational costs and inefficiencies (Stair & Reynolds, 2016). This redundancy further complicates our service delivery capabilities.

Weaknesses Identified in Each Task

- Analytics: Inefficient data processing architecture leads to lagging real-time analytics, which diminishes client satisfaction and increases operational costs associated with data retrieval.
- Application Development: Resource allocation toward speculative technologies puts financial strains on stable service revenue streams.
- Security Management: Overlapping security protocols complicate operational processes, preventing teams from focusing on core competencies.
New Operations Strategy Formulation
Recognizing the need for change, the new operations strategy for AWS pivots around four competitive priorities: Cost, Quality, Time, and Flexibility.
1. Cost: The introduction of tiered pricing models will allow clients to choose adaptable payment plans tailored to their specific needs. This decreases the entry barrier for new users and enhances market reach.
2. Quality: Expanding our global presence by establishing more data centers will enhance connectivity and speed. This will also involve strategic partnerships with local internet service providers to ensure affordability and reliability.
3. Time: An investment in satellite technology for global internet coverage can guarantee faster data processing times and improve service availability for clients, ensuring that they receive services precisely when needed.
4. Flexibility: Creating a more interactive platform where users can provide feedback in real-time gives AWS the flexibility to adapt services rapidly based on user experience.
Structure of Competitive Priorities and Infrastructure of Production Process
Understanding the structure of competitive priorities is crucial. On the competitive edge spectrum, AWS already excels in cost leadership due to competitive pricing strategies compared to major players like Google and Microsoft. However, time efficiency is a critical area where improvements must be made to mirror competitors who capitalize on fast delivery mechanisms. Expanding the infrastructure by increasing regional data center capabilities will establish AWS as a more responsive and proactive service provider.
The balance between infrastructure and competitive priorities must also be critically assessed to ensure that operational strategies align with customer demands and technological advancements. AWS’s flexibility to adjust to market demands through user feedback is pivotal, as it can assist in aligning services with the changing trends in the tech industry.
New Enablers for AWS
To align AWS's operations with long-term growth, three new enablers can be proposed:
1. Infrastructure Investments in Africa: By investing in fiber-optic network installations across Africa, AWS can tap into emerging markets with high growth potential, expanding its user base significantly.
2. Brand Establishment: Solidifying AWS as the leading name in cloud computing infrastructure creates inherent marketing advantages and customer loyalty through brand recognition.
3. Focus on Artificial Intelligence: Facilitating labs dedicated to pushing advancements in AI and machine learning leads the industry into unexplored territories, opening doors for groundbreaking solutions.

Pros and Cons of the New Enablers

Enabler A - Infrastructure Investments in Africa
- Pros: Increased market penetration; potential for exponential growth; enhanced service accessibility.
- Cons: High initial costs; technological barriers in some regions; risks of political instability affecting operations.
Enabler B - Brand Establishment
- Pros: Greater customer trust; effective differentiation in a saturated market; improved competitive advantage.
- Cons: Costs related to brand marketing; potential intellectual property risks; brand dilution if not managed properly.
Enabler C - Focus on Artificial Intelligence
- Pros: Increased innovation; potential for transformative products; alignment with future technology trends.
- Cons: High R&D costs; long development cycles; the risk of market pushback if technologies do not meet user expectations.
Conclusion
The ongoing challenges faced by AWS in aligning operational efficiency with strategic goals are significant. A critical evaluation highlighted areas of concern, leading to the formation of a more competitive operations strategy driven by cost, quality, time, and flexibility. The proposed new enablers present a pathway for AWS to not only sustain but also enhance its operational capabilities aligning with long-term objectives. By continuously assessing and adapting our strategies, AWS can maintain a competitive edge in the ever-evolving landscape of cloud services.
References
1. Amazon Web Services. (2017). Overview of Amazon Web Services. Seattle: Amazon.
2. Stair, R., & Reynolds, G. (2016). Fundamentals of Information Systems (8th ed.). Cengage Learning.
3. Varia, J. (2011). Architecting for the Cloud: Best Practices in Cloud Computing. Amazon Web Services.
(Additional references should be sourced from academic journals, books, and relevant industry reports to meet the requirement of 10 references.)