Evaluating the system operation management of BMW

The term system operation management in simpler terms can be defined as the process of converting or transforming the resources into final goods in a process in a way that is most convenient for the company. For a company as large as BMW the importance of adopting the system management process is very high. This is due to the fact; it allows the company in implementing its strategic objectives, process as well as maintains a firm control on its branches that are located in different countries. As per Waltaet al (2020) it is important to understand the fact that BMW hires a very diverse workforce. Hence, it is critically important for the higher management of the company to make sure that it is adopting a very functional system operation management allowing it to maximize the productive levels of its employees. System operation management can also drastically reduce the capital invested in the logistics by making all the required changes in the supply chain maintained by the company. It is extremely useful for BMW to differentiate between its long and short-term goals preventing the company to be overwhelmed with the sheer number of activities that are involved in either of the two.
Evaluating the system operation management of BMW:
Analyzing the system operation management of BMW will be done in five following manners:
Resource management:
The process of managing the resources in a profound manner is defined as resource management. It is important to understand the fact that, resources do not always have to be the raw materials, infrastructures of a company; the workforces can be also regarded as resources. It is needless to state that, an organization such as BMW has built its reputation on the basis of implementing effective resource management. Resource management is undertaken at operational levels. Resource management is often considered as the foundation of a successful system operation management. At present date, IT and human resources are considered to be the most valuable resource for BMW. It is based on these resources that allow the company to prevent declining of the quality of daily operation undertaken at the workplace of the company and also maintain high degrees of quality in customer service. The process of maintaining resource management is performed by operational managers. It is their duty to come up with the best schedules to transfer the required amount of resources at its right place by maintaining strict deadlines. If the timing of resource allocation is mismatched, it would create an adverse situation for BMW (Vileset al. 2020).
Risk Management:
Every business regardless of its background industry comes with some inherited risks and challenges. For a global enterprise such as BMW, the possibility of occurrence of any risk is very high. Hence, it is one of the core duties of the higher management of the company to make sure that they are well-prepared for such situations. One of the basic strategies minimize the effects of risks is to adopt very flexible risk management. As per Potti (2020) the term flexible is used here due to the fact; it allows the strategies involved in the process of minimizing the risks to be bent if the strategy fails to deliver the expected outcomes. For BMW, risks are not always an external force but can occur in the facilities of its workplaces as well. An effective system operation management involves the use of risk management in three levels; first at the strategic level, second at the tactical level and third is the operational level. The risks that occur in the strategic levels involve situations such as assessing the right timing and placing of resources or products. Risks in tactical levels include risks while deciding the place to set up a new production or manufacturing plant, making suitable budget plans, etc. At the operational level, the risks are associated with product design, issues in the workforce, etc (Kumar et al. 2020).
Facilities and operation management:
BMW requires facility and operation to run the facilities both in its native place or located in a different nation to run smoothly. A well functional facility and operation management involve the tools, employees, and the services of BMW. For BMW, facility and operation management is mostly involved in its production and manufacturing unit. Today, BMW is known to use some of the most sophisticated tools in its manufacturing units not only to improve its accuracy to develop world-class vehicles but also to avoid any unwanted hazards to its workforces. Facility and operation management is also applied to the human resources of the company. At present date, one of the biggest threats faced by the global business community is cyber attacks. Hence, adopting a well-structured facility and operation management gives huge importance to adopt and maintain top-notch IT systems that minimize this threat to a good extent. It is important to understand that the higher authorities of BMW implement the facility and operation management at the tactical level. This is primarily done with the aim of maintaining high standards of technology and the safety of the workforce (Guziket al. 2020).
Quality and innovation management:
BMW is rivaled by other giants in the automobile industry such as Audi, Mercedes, etc. One of the best tools for BMW to maintain a high degree of competitive edge is to monitor the quality of its products and make sure that it is highly innovative. This activity is implemented by the owners of BMW is by adopting quality and innovation management. It is important to understand the fact that, innovation is not only for making high-end products but also to improve the operations undertaken by the company and to solve complex business problems. Several experts have stated that quality and innovation management has become the very core of BMW. It also allows the company in making sure that it is not compromising the quality of its products in the rush of capturing the market. As per recent reports, the owners of the company are known to the EFQM model that allows facilitating the process of the continuous improvement process (Calabrese 2020).
Supply chain management:
The term supply chain management is defined as the process of managing the distribution of goods and services that involves activities such as processing of the raw materials into finished products. Adoption of the supply chain for a large enterprise such as BMW is a matter of its existence in the global markets. Effective use of supply chain management has been known to impact the production as well as the purchasing cost for BMW. By including sophisticated technologies in its supply chain, the company can lower its logistic timing and the cost involved with this operation. Moreover, the higher authorities of BMW can expect that it is maintaining better synchronicity with the branches that are located at different geographic locations. Furthermore, BMW can expect to witness vast control over its operational qualities. The supply chain management is also implemented also at the tactical levels of BMW (Seyoum 2020).

Bohnsack, R., Kolk, A., Pinkse, J. and Bidmon, C.M., 2020. Driving the electric bandwagon: The dynamics of incumbents’ sustainable innovation. Business Strategy and the Environment, 29(2), pp.727-743.
Calabrese, G.G., 2020. The Italian Automotive Industry: Between Old and New Development Factors. In New Frontiers of the Automobile Industry (pp. 163-201). Palgrave Macmillan, Cham.
Danielis, R., Rotaris, L., Giansoldati, M. and Scorrano, M., 2020. Drivers’ preferences for electric cars in Italy. Evidence from a country with limited but growing electric car uptake. Transportation Research Part A: Policy and Practice, 137, pp.79-94.
Guzik, R., Domański, B. and Gwosdz, K., 2020. Automotive Industry Dynamics in Central Europe. In New Frontiers of the Automobile Industry (pp. 377-397). Palgrave Macmillan, Cham.
Kapustin, N.O. and Grushevenko, D.A., 2020. Long-term electric vehicles outlook and their potential impact on electric grid. Energy Policy, 137, p.111103.
Kumar, N., Mathiyazhagan, K. and Mathivathanan, D., 2020. Modelling the interrelationship between factors for adoption of sustainable lean manufacturing: a business case from the Indian automobile industry. International Journal of Sustainable Engineering, pp.1-15.
Potti, R. and Saurav, S., 2020. Logistics for global automobile manufacturing industry. In Supply Chain and Logistics Management: Concepts, Methodologies, Tools, and Applications (pp. 1299-1310). IGI Global.

Add comment

    Send Your Enquiry

    whatsapp contact