Instructions:For the first milestone of your final project, you will submit a managing operations...

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Instructions:For the first milestone of your final project, you will submit a managing operations case study analysis that uses the tools and techniques that operations managers use. This case study analysis will be incorporated into the final summative analysis. This milestone is due in Module Two. Refer to the case study (located in the Reading and Resources area of Module One), your own independent research, and the course materials to complete this milestone. Specifically, the following critical elements must be addressed: I. Generating Value 1. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers. Support your claims with examples from the case study or outside sources. 2. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside sources to support your reasoning. 3. Compare and contrast service operations and manufacturing operations at the company in the case study. How are they the same? How do they differ? How does each of these operations provide value for their customers? II. Theories and Techniques 1. Compare and contrast the critical path method (CPM) and the program evaluation and review technique (PERT). What types of projects at this company would favor PERT over CPM? Why? What types of projects at this company would favor CPM over PERT? Why? 2. Explain the steps used to develop a forecasting system. How would these steps be specifically utilized by this company? What do you predict would be the result of implementing a forecasting system for the top-selling product line at this company? 3. List the major categories of supply chain risk and associated risk reduction tactics. How could the company mitigate exposure to supply chain disruptions caused by natural disasters? For example, consider the 2011 earthquake and tsunami that devastated parts of Japan. Case study:https:www.abacademies.org/articles/jiacsvol17no12011.pdfPAGE XXXXXXXXXX Microsoft Word - JIACS Vol 17 No 1 2011  Volume 17, Number 1 Printed ISSN: XXXXXXXXXX  PDF ISSN: XXXXXXXXXX      JOURNAL OF THE INTERNATIONAL  ACADEMY FOR CASE STUDIES     Editors  Inge Nickerson, Bay University  Charles Rarick, Purdue University, Calumet           The Journal of the International Academy for Case Studies is owned and published by the DreamCatchers Group, LLC.  Editorial content is under the control of the Allied Academies, Inc., a non-profit association of scholars, whose purpose is to support and encourage research and the sharing and exchange of ideas and insights throughout the world.  Page ii Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011     Authors execute a publication permission agreement and assume all liabilities.  Neither the DreamCatchers Group or Allied Academies is responsible for the content of the individual manuscripts.  Any omissions or eors are the sole esponsibility of the authors.  The Editorial Board is responsible for the selection of manuscripts for publication from among those submitted for consideration.  The Publishers accept final manuscripts in digital form and make adjustments solely for the purposes of pagination and organization.               The Journal of the International Academy for Case Studies is owned and published by the DreamCatchers Group, LLC, PO Box 1708, Arden, NC 28704, USA. Those interested in communicating with the Journal, should contact the Executive Director of the Allied Academies at info@.alliedacademies.org.      Copyright 2011 by the DreamCatchers Group, LLC, Arden NC, USA   Page iii  Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011EDITORIAL BOARD MEMBERS  Irfan Ahmed Sam Houston State University Huntsville, Texas Devi Akella Albany State University Albany, Georgia Charlotte Allen Stephen F. Austin State University Nacogdoches, Texas Thomas T. Amlie SUNY Institute of Technology Utica, New York Ismet Anitsal Tennessee Tech University Cookeville, Tennessee Kavous Ardalan Marist College Poughkeepsie, New York Joe Ballenger Stephen F. Austin State University Nacogdoches, Texas Lisa Berardino SUNY Institute of Technology Utica, New York Thomas Bertsch James Madison University Haisonburg, Virginia Steve Betts William Paterson University Wayne, New Jersey Narendra Bhandari Pace University North Brunswick, New Jersey Baara Bieber-Hamby Stephen F. Austin State University Nacogdoches, Texas W. Blaker Bolling Marshall University Huntington, West Virginia Lisa N. Bostick The University of Tampa Tampa, Florida Michael W. Boyd Western Carolina University Cullowhee, North Carolina Thomas M. Box Pittsburg State University Pittsburg, Kansas William Brent Howard University Washington, DC Michael Broihahn Bay University Miami Shores, Florida Gary Brunswick Northern Michigan University Marquette, Michigan Carol Bruton California State University San Marcos Poway, California Gene Calvasina Southern University Baton Rouge, Louisiana Russell Casey Penn State University Worthington Scranton Dunmore, Pennsylvania Yung Yen Chen Nova Southeastern University Davie, Florida Wil Clouse Vandeilt University Nashville, Tennessee Clarence Coleman Winthrop University Rock Hill, South Carolina Michael H. Deis Clayton College & State University Moow, Georgia Carol Docan CSU, Northridge Northridge, California Scott Droege Mississippi State University-Meridian Campus Meridian, Mississippi Page iv Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011 EDITORIAL BOARD MEMBERS  Martine Duchatelet Purdue University Calumet Hammond, Indiana Steve Edison University of Arkansas at Little Rock Little Rock, Arkansas Andrew A. Ehlert Mississippi University for Women Columbus, Mississippi Henry Elrod University of the Incarnate Word San Antonio, Texas Mike Evans Winthrop University Rock Hill, South Carolina Werner Fees Georg-Simon-Ohm-Fachhochschule Nuernberg Nuernberg, Germany Troy Festervand Middle Tennessee State University Murfreesboro, Tennessee Art Fischer Pittsburg State University Pittsburg, Kansas Baara Fuller Winthrop University Rock Hill, South Carolina Ramaswamy Ganesan BITS-Pilani Goa Campus Goa, India Joseph J. Geiger University of  Idaho Moscow, Idaho Issam Ghazzawi University of La Verne La Verne, California Michael Grayson Jackson State University Jackson, Mississippi Richard Gregory University of South Carolina Spartanburg Spartanburg, South Carolina Robert D. Gulo Athens State University Athens, Alabama Allan Hall SUNY Institute of Technology Utica, New York Karen Hamilton Appalachian State University Boone, North Carolina Heikki Heino Governors State University University Park, Illinois Teance Jalbert University of Hawaii at Hilo Hilo, Hawaii Marianne L. James California State University, Los Angeles Los Angeles, California Marlene Kahla Stephen F. Austin State University Nacogdoches, Texas Joseph Kavanaugh Sam Houston State University Spring, Texas William J. Kehoe University of Virginia Charlottesville, Virginia Wasif M. Khan Lahore University of Management Sciences Lahore, PU, Pakistan Marla Kraut University of Idaho Moscow, Idaho S. Krishnamoorthy Amrita Institute of Management Tamil Nadu, India Dave Kunz Southeast Missouri State University Cape Girardeau, Missouri John Lawrence University of Idaho Moscow, Idaho Jonathan Lee University of Windsor Windsor, Ontario, Canada John Lewis Stephen F. Austin State University Nacogdoches, Texas Page v  Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011 EDITORIAL BOARD MEMBERS  Rod Lievano University of Minnesota Duluth Duluth, Minnesota Steve Loy Eastern Kentucky University Richmond, Kentucky Anne Macy West Texas A&M University Canyon, Texas Edwin Lee Makamson Hampton University Hampton, Virginia Jeff Mankin Lipscomb University Nashville, Tennessee Paul Marshall Widener University Chester, Pennsylvania James R. Maxwell State University of New York College at Buffalo Buffalo, New York Steve McGuire California State University, Los Angeles Los Angeles, California Michael McLain Hampton University Elizabeth City, North Carolina Todd Mick Missouri Western State University St. Joseph, Missouri Kenneth K. Mitchell Shaw University Raleigh, North Carolina Mohsen Modaes Humboldt State University Arcata, California William B. Morgan Felician College Jackson, New Jersey Inge Nickerson Bay University Miami Shores, Florida  Inder Nijhawan Fayetteville State University Fayetteville, North Carolina Adebisi Olumide Lagos State University Lagos, Nigeria Joseph Ormsby Stephen F. Austin State University Nacogdoches, Texas D. J. Parker University of Washington Tocama Tacoma, Washington Karen Paul Florida International University Miami, Florida Steven K. Paulson University of North Florida Jacksonville, Florida Tey Pearson West Texas A&M University Canyon, Texas Rashmi Prasad University of Alaska Anchorage Anchorage, Alaska Sanjay Rajagopal Western Carolina University Cullowhee, North Carolina Charles Rarick Purdue University Calumet Hammond, Indiana  Shey Robinson Penn State University New Albany, Pennsylvania Ida Robinson-Backmon University of Baltimore Baltimore, Maryland Durga Prasad Samontaray King Saud University Riyadh, Saudi Arabia Joesph C. Santora Essex County College Newark, New Jersey Sujata Satapathy Indian Institute of Technology New Delhi, India Bob Schwab Andrews University Beien Springs, Michigan Page vi Journal of the International Academy for Case Studies, Volume 17, Number 1, 2011 EDITORIAL BOARD MEMBERS  Elton Scifres Stephen F. Austin State University Nacogdoches, Texas Heert Sherman Southampton College Southampton, New York Linda Shonesy Athens

Jose · Accepted Answer

Management 
 Case Study     
Student Name
Course Code
Date 
I.   Generating Value 
1. Evaluate how the company in the case study uses operations management functions to provide products and generate value for its customers. Support your claims with examples from the case study or outside sources.
We know the fact that for attaining the competitive advantage the companies have to give more importance to the operation management functions and activities. While analyzing the case we can understand that the company BYD successfully used the operations management functions such as quality management and material management (Yan et al 2021). BYD has tapped into a cost innovation strategy by reducing manufacturing costs through reverse engineering the expensive Japanese battery models and substituting the expensive raw materials with cheaper substitutes. Customers are interested to buy the quality products, from the case it is clear that that company used quality management strategies and tactics for generating the value for the customers and for increasing the sales. From the case study we can understand that the company faced tough competition from the national and international automobile companies, but they used the operation management strategy for managing the competition.  
2. Assess how this company achieves a competitive advantage using operations management. Provide examples found in the case study or outside sources to support your reasoning. 
For attaining the competitive advantage, we have to use different strategies and methods. While analyzing the case study we can understand that BYD is moving much faster and much more aggressively in the direction of introducing an all-electric car. The company also worked with the suppliers in for providing innovative products and services to the customers (Wolniak 2020). For example, the company noticed that more and more of her customers are looking for the quality cars at less price. From the case study we can understand that BYD worked with suppliers to introduce electric car at less cost. The company also focused on the providing best quality customer service and it also helped the company for attaining the competitive advantage. GM, Ford, Toyota, Daimler Benz,

Instructions: For the first milestone of your final project, you will submit a managing operations case study analysis that uses the tools and techniques that operations managers use. This case study...

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