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Printable Handouts
Navigable Slide Index
- Introduction
- Agenda (1)
- Capacity and operations strategy
- Asset strategy
- Capacity planning hierarchy
- Example: Genzyme capacity expansion
- Agenda (2)
- Strategic capacity expansion approaches
- A fundamental business challenge
- Three extreme timing strategies
- Scale economies in capacity expansion
- Chasing: positives and negatives
- Leading: positives and negatives
- Lagging: positives and negatives
- Avoiding the extremes: a hybrid strategy
- Agenda (3)
- Capacity planning: the role of uncertainty
- Capacity sizing when demand is uncertain
- Will end up with one of three outcomes
- Capacity sizing as a balancing act
- Sales versus forecast-driven capacity sizing
- Agenda (4)
- Factors in capacity expansion strategy
- Creating an “optimal” expansion strategy
- A basic capacity planning model
- Data
- Decision variables
- Objective: maximize discounted profit
- Production and sales constraints
- Capacity constraints
- But world is uncertain and dynamic
- Recognize world is dynamic: rolling horizon
- Agenda (5)
- Capacity planning at Intel
- Intel’s long-range planning process
- Intel’s long-range organizational structure
- Agenda (6)
- Key points
- Thanks for watching
This material is restricted to subscribers.
Topics Covered
- Operations strategy
- Asset strategy
- Capacity planning hierarchy
- Capacity expansion approaches
- Timing strategies
- Chasing, leading and lagging
- Capacity sizing
- Hedging uncertainty
- Drivers of capacity strategy
- Capacity planning models
- Capacity planning process
- Capacity planning organization