Operations Management Future Sustainability and Growth

Question: Discuss about theOperations Managementfor Future Sustainability and Growth. Answer: Introduction Operation Management is regarded as one of the key elements in achieving future sustainability and growth. Operations management relates to the efficient balancing of revenues and costs, conversion of labor and material into services and goods and achievement of highest operational efficiency and profits (Chase, 2012). Here there has been described the operational excellence of PSA. Port of Singapore Authority was established as a government body and was held liable and responsible for the regulation, operation, development and promotion of the ports of terminals of Singapore (PSA Singapore, 2016). But in the year 1996, there was a bill passed by the government of Singapore in which MPA i.e. Maritime and Port Authority of Singapore was established as a new statutory board which was help responsible for acquiring the functions related to regulations and port development (MPA Singapore). The incorporation of the Port of Singapore was taken place in the year 1997 for concentrating over the container terminal functions and operations. Analysis Core Capabilities of PSA Competitive Cost and Quality and Delivery Performance For achieving the competitive benefit PSA tries to ship the goods in the most possible shorter time frame by enhancing the ports and connectivity. Another element for being competitive is the use of upgraded and advanced technology in its operations, infrastructure and container handling. The quality of the services provided to the customers is of finest quality. For tracking and managing more than 60,000 TEUs each day, PSA has incorporated an in-house software which enables the efficiency all these TEUs (Benedetto Francesco, 2013). By all such approaches and measures PSA tries to maintain its operational excellence reliably and that too 24*7. Providing services at the most competitive cost is another major element of PSA for being flourishing in the overseas expansion (Lee-Partridge, Teo and Lim, 2000). Global Expansion through Operational Excellence The high connectivity of the Port of Singapore Authority and its operational efficiency are the key elements to achieve competitiveness and success in global expansion. PSA offers approximately 200 shipping lines with connectivity with around 600 ports (Mittal, Baveja and Krishnan, 2015). And this operational efficiency helps the shippers to have a simple and faster access to the destination port as connecting point. It enables faster shipping rather than locating a direct service commencing the port of loading. The operational efficiency has renowned and recognized PSA worldwide and it is the major reason behind success of the global expansion (Lam, 2016). (Source: PSA as Per the Conceptual Framework After analyzing PSA from the conceptual framework of Hayes and Wheelwright it can be said that PSA stands at the stage 4 which means that it is the finest in its working, the key strength of its working is the operations, the operations of PSA are very well resourced as well as planned, the operations of PSA offered services as per the needs and requirements of the customers and the market and the marketing and the operations of PSA work on an integration basis and together they formed a beautiful and successful alliance which supports PSA and its global expansion on a huge basis. It is the operational excellence of PSA that has supported it in enhancing the number of ports year by year and this is the reason PSA stands at Stage 4 of the conceptual framework (Airriess, 2001). (Source: PSA Singapore, 2016) Attributes of Operational Manager Supporting the Success of PSA The operational manger is the role model for others as because of its charmastic and great attributes PSA has achieved huge success. Following are few of the attributes of the operational manager: System Knowledge The system knowledge which the manager possesses is of high consistency and reliability as the manager is very well informed about the operational systems and the functions and thus any kind of issues is solved instantly with the knowledge and expertise of the operational manager. Human Resource Knowledge Another potential is the in-depth knowledge of the human resource. The manger also possesses an understanding of the employees and also provides work as per their qualifications. The managing ability of the manager provides huge human resource benefits to PSA. Customer Focus One more competency of the managers attributes is the high focus emphasized over the customers and their requirements. The manger is highly involved in customer engagement and provides the finest and improved customer services so that there can be retained customers as well as the brand image of PSA can be recognized globally (Pantouvakis and Dimas, 2013). Conclusion and Recommendations From this report it can be concluded that PSA possess huge excellence in its operations as well as the use of competitive prices, customer focused services, advanced technology and enhanced connectivity has made PSA recognized worldwide. All these things when combined with operational efficiency offer several advantages to PSA for attaining future sustainability and growth. To further develop its services PSA should increase its integration of advanced technology with all its other functional departments so that it can be strong from all other perspectives too and must provide additional training to the employees so that they can also work like the efficient operational managers (Rodrigue and Browne, 2002). References Airriess, C.A., 2001. Regional production, informationcommunication technology, and the developmental state: The rise of Singapore as a global container hub.Geoforum,32(2), pp.235-254. Benedetto Francesco, B., 2013. The reform of the Public Administration in Singapore: a model to follow in Italy?. Chase, J., 2012.Operations management. Tata McGraw-Hill. Egan, C., 2016. Singapore funds initiative to improve port operations. Accessed on: 28th September, 2016, Accessed from: https://www.joc.com/port-news/asian-ports/port-singapore/singapore-funds-initiative-improve-port-operations_20141015.html Lam, J.S.L., 2016. Strategy of a Transhipment Hub: The Case of Port of Singapore. InDynamic Shipping and Port Development in the Globalized Economy(pp. 12-38). Palgrave Macmillan UK. Lee-Partridge, J.E., Teo, T.S. and Lim, V.K., 2000. Information technology management: the case of the Port of Singapore Authority.The Journal of Strategic Information Systems,9(1), pp.85-99. Mittal, N., Baveja, A. and Krishnan, R., 2015. Sustaining Sustainability in Marine Terminals: A Strategic Framework.A Message from the JTRF Co-General Editors 3,54(2), p.5. MPA Singapore, 2016. About us, Accessed on: 28th September, 2016, Accessed from: https://www.mpa.gov.sg/web/portal/home/about-mpa Pantouvakis, A. and Dimas, A., 2013. The role of corporate agility and perceived price on the service qualitycustomer satisfaction link: some preliminary evidence from the port industry.International Journal of Shipping and Transport Logistics,5(4-5), pp.412-431. PSA Singapore, 2016. About us, Accessed on: 28th September, 2016, Accessed from: https://www.singaporepsa.com/about-us PSA Singapore, 2016. Our Commitment. Accessed on: 28th September, 2016, Accessed from: https://www.singaporepsa.com/our-commitment/innovation Rodrigue, J.P. and Browne, M., 2002. International Maritime Freight Transport and Logistics.Transport Geographies: An Introduction, pp.156-178.