| Criteria | Marks |
|---|
| Draws out and clearly relates the implications of the relationship between performance objectives and operations strategies<br>Applies relevant case study/studies and contemporary business issues<br>Presents a sustained, logical and cohesive response and communicates clearly using relevant business terminology and concepts | 17–20 |
| Makes evident the relationship between performance objectives and operations strategies<br>Uses relevant case study/studies and contemporary business issues<br>Presents a logical and cohesive response using relevant business terminology and concepts | 13–16 |
| Provides characteristics and features of performance objectives or operations strategies AND sketches operations strategies or performance objectives<br>Makes reference to case study/studies and/or contemporary business issues<br>Communicates using relevant business terminology and concepts | 9–12 |
| Sketches performance objective(s) and/or operations strategies in general terms<br>May make reference to case study/studies and/or contemporary business issues<br>Communicates using some business terminology and concepts | 5–8 |
| Makes limited reference to Operations<br>May identify case study/studies<br>Uses basic business terminology | 1–4 |
Answers could include:
Performance objectives – quality, speed, dependability, flexibility, customisation, cost
- New product or service design and development
- Supply chain management – logistics, e-commerce, global sourcing
- Outsourcing – advantages and disadvantages
- Technology – leading edge, established
- Inventory management – advantages and disadvantages of holding stock, LIFO, FIFO, JIT
- Quality management
- Control
- Assurance
- Improvement
- Overcoming resistance to change – financial costs, purchasing new equipment, redundancy payments, retraining, reorganising plant layout, inertia
- Global factors – global sourcing, economies of scale, scanning and learning, research and development.