Question

Complete an analysis of the QuickTrip. Assess the organizational layout, performance metrics, and the technology that is used to measure performance and connect with consumers.

The QuickTrip Case Study is available in the course shell. It is also available at the following link: http://supplychainresearch.com/images/quik_trip.pdf

Write a six to seven (6-7) page paper in which you:

1. Evaluate QuickTrip operations strategy and explain how the organization seeks to gain a competitive advantage in terms of sustainability.
2. Analyze how operation management activities affect the customer experience. Select two (2) operation management challenges and provide the solutions for confronting them.
3. Examine QuickTrip value chain and evaluate its effectiveness to operations in terms of quality, value creation, and customer satisfaction.
4. Determine the different types of performance measurements that can be used to measure QuickTrip service-delivery system design. Select at least two (2) types that can be applied and provide justifications for the selection.
5. Examine the different types of technologies applied to QuickTrip service operations and evaluate how the technologies strengthen the value chain.
6. Use at least two (2) quality resources in this assignment that do not include the initial case study. Note: Wikipedia and similar websites do not qualify as quality resources.

Answer 1

Evaluate QuickTrip operations strategy and explain how the organization seeks to gain a competitive advantage in terms of sustainability.

The corporate plan of Quick Trip relies on the employees directly. Rather of treating them as commodities the company invests heavily in its employees and offers them more duties. According to the Harvard Business School report, "100 best businesses to work for" have been included in Fortune 's Fast Trip every year since 2003. The business invests in and expects workers to supply and support it. Since the inception of its activities the company has developed a philosophy of recognizing and supporting the best people as workers.

This culture relies on uniform sales practices, performance evaluations, discipline, etc. The company therefore provides a fantastic experience for its customers. The recruiting process includes the analysis of individual performance measures such as retail experience and education. If employed by the employees of the organization, they undertake a rigorous training cycle, with part timekeepers who take up to 40 hours of training and two weeks of complete timers training.

Substantial wages and salaries, usually accompanied by tangible and intangible benefits, such as staff development, gratitude, growth as well as job security, pay employees as a whole. With ten stores annually opened and clean and presentable staff packed with customers, Fast Trip seeks to achieve competitive advantage.

The strategy helped the company to build customer loyalty and maintain the new markets through sustainably. The business hires at least 50 percent of the local population to move much of its history to new markets. It also helps the organization to hire professional and knowledgeable individuals in general. This also tackles high-economic and population-based areas like North California. The firm assumes that a satisfied employee is the primary determinant of customer satisfaction.

Analyze how operation management activities affect the customer experience. Select two (2) operation management challenges and provide the solutions for confronting them.

Operation management impacts a chain of processes including establishing effective consumer experience and consumer sustainability. According to Cordon, Sundtoft and Seifert, the key activities of operation management include capacity management, resource planning, quality control, goods and services design, and inventory control. These activities directly affect the relationship between the consumers and the company, hence their outcomes. Operation management processes revolves around activities that aim at delivering quality services and products to the customers.

The quality level of its services based on the customers' perspective has been greatly determined by the operational activities of Fast Trip. The project management activities are managed from the base by production processes and service delivery. Such activities support the quality and performance evaluation of the company. Consequently, the management of service delivery systems is the primary factor that balances demands of high quality services from customer engagement opportunities.

Managing operations such as service recovery and quality standards, for example, supplements the vital elements which contribute to customer loyalty and experience. Operational preparation, such as preparing of staff and the availability of resources, often pushes workers to deliver high-quality services. Customers have a special experience with service recovery and quality expectations. Both activities are critical to the creation and monitoring of information which regulates the capacity of consumers to access company facilities or information. Just by obtaining the useful knowledge the organization has for it can the customer determine his purchasing power and experience.

Organizational planning processes like personnel preparation, capacity planning and research are also part of operational management processes that enable workers directly involved in the manufacturing and service delivery activities of the company. The satisfaction and purchasing power of consumers is, without doubt, highly dependent upon the level of interaction of employees with customers of the company in the development of service and product design.Therefore, it is critical for an organisation , for example a favorable working climate, transportation of employee workers and quality of life, to allow employee empowerment activities. For example, through their expertise and ability to adapt or personalize their relationship with clients, consumers identify and assess their buying power and satisfaction.

The consumers ' buying habits and skills are best decided by proactive strategic strategy and employee empowerment. Quick Trip has found these operations to improve the level of awareness and purchasing behaviour of its customers.While the organization has successfully achieved customer loyalty through excellent operational management practices, there are numerous market shifts that are the result of major challenges for operational management systems worldwide. The fast-moving technological environment and globalization are two of the biggest obstacles.

Cordon et.al shared the opinion that these two concerns encourage most businesses to change strategic strategies for survival and competitive advantage by the use of versatile technical innovations and operating systems. Globalization leaves businesses vulnerable, for example, by exposing them to intense pressures from other organizations worldwide.Due to globalisation, many businesses have access to a multitude of consumer groups with exclusive deals. Any business enterprise seeking to sustain its profitability and its position on the market must therefore expand its activities to international markets in order to achieve productivity through cost reduction and profit Maximization.

Likewise, developments in digital technology improve information quality and usability for companies in planning and service design to take appropriate decisions. Nevertheless, by outdating current systems, the increasingly evolving technical method poses a major challenge. The operational managers are therefore obliged to find ways to foster a culture of innovation and creativity that will enable the business to adapt and react adequately to ongoing technological changes.

Examine QuickTrip value chain and evaluate its effectiveness to operations in terms of quality, value creation, and customer satisfaction

An organization's value chain requires a chain breakdown process or program. The system ranges from raw materials to customers and related strategic measures to enhance cost efficiency and resource differentiation. Different processes include the establishment of Quick Trips Kitchens (QTKs), the manufacture and distribution of fresh foods and beverages, the marking of foodstuffs and beverages as well as consultation with gasologist experts and a wide variety of alternatives available at each retail outlet.The activities are aimed at turning the raw materials and the knowledge available into goods providing consumer needs solutions. The finished goods and services are priced higher than the output, allowing the company to make considerable profits from the revenue it produces for its consumers and other investors.

The goal of the business is to make meaningful contributions for all stakeholders to achieve the ultimate value to customers. Quick Trip thus incorporates all participants into the principles and processes of its value chain. The company makes a significant contribution to its employees as the enhancement of the quality of its employees ensures that the final goods are provided to the customer with the best service and management. Fast Trip can also boost the quality of its services and goods. The aim of critical supply chain management operations, such as the procurement of raw materials, manufacturing of and supplying to consumers in goods and services, is to meet the customer's needs. The customer care and marketing initiatives complement the goods: petrol goods, food and drink, in this case, and enhance consumer interactions.

Determine the different types of performance measurements that can be used to measure QuickTrip service-delivery system design. Select at least two (2) types that can be applied and provide justifications for the selection.

There are various types of performance measurements that can be used to evaluate an organization’s service delivery system. One category of these measurements is the balanced scorecard that uses Customer perspective metrics, internal processes metrics, financial metrics, customer management metrics and financial performance metrics. The company’s service delivery system can be measured using any of the scorecard metrics as they assess the wider view of the performance. The assessment may focus on the product and service quality, safety the processes, timely delivery, work environment, and efficiency of services.

Elaboration may include the use of inventory, the program cost structure, shareHolders' net worth and revenue opportunities for financial assessments of service delivery. Customer potential metrics include product and service availability, customer loyalty, price and manufacturing collaborations. Internal measurement methods include efficiency, demand versatility and flow time. Specific service delivery performance metrics can also be used, for example logistics and supplier quality indicators.

Fast Trip will use internal process and consumer experience scorecard metrics. Internal processes are important, as the organization considers the internal point of view that deals with fundamental decisions about the development of its services and goods to be the principal element of the management of operations. Quick Trips also respects the opinions of customers as the company's primary mover. It also focuses on customer satisfaction metrics such as loyalty, service quality and retention.