Operations strategy is of great importance for business organizations, whether industrial or service-oriented, due to its fundamental impact on determining the general direction of their operations. Authors and researchers in the field of production and operations management have extensively covered the topic of operations strategy, as it is considered one of the most important functional strategies that supports the business unit's strategy through its connection to most of the organization's long-term investments. Furthermore, what appears significant in our current study is the focus on the decisions made by the production and operations manager, as they are largely related to the nature of the tasks and activities assigned to them, in addition to the role these decisions play in achieving the organization's goals and supporting its ability to achieve competitive priorities.

In light of these facts and given the importance of the relationship and influence between operations strategy and competitive priorities, it was necessary to present a comprehensive framework based on the propositions and opinions of several management authors in general, and production and operations management in particular. This framework aims to build a theoretical and practical model for the impact of operations strategy on competitive priorities. This is achieved by adopting the model of (Heizer & Rander, 2001) for operations strategy, which includes decisions related to (product design, quality, process and capacity design, location, layout, human resources and job design, supply chain management, inventory, scheduling, and maintenance). It also adopts priorities of (cost, quality, flexibility, and delivery) as competitive priorities according to the opinions of most authors and researchers. Accordingly, a set of main and sub-hypotheses were formulated and included in a hypothetical study model that defines the nature of the relationship and influence between the independent variable (operations strategy) and the dependent variable (competitive priorities). The validity of this model was tested in the General Company for Textile Industries in Hilla using the statistical program (Microsoft Excel).

Based on the foregoing, the study was structured in five chapters: The first chapter included four sections; the first section was dedicated to presenting a conceptual framework for the term strategy, the second section presents an intellectual framework for operations strategy, the third section discussed models of operations strategy, while the fourth section provided a cognitive framework for competitive priorities. The second chapter clarifies the scientific methodology of the study and previous studies, including two sections: the first provided a detailed explanation of all items of the scientific study methodology, and the second reviewed previous studies that benefited the researcher in one way or another. The third chapter focuses on determining, describing, and diagnosing the reality of the study variables at the company level under study through three sections: the first provided an introductory overview of the company, the second dealt with studying the variables in the company, and the third presented a description and diagnosis of the study variables. The fourth chapter was dedicated to testing the study's model and its variables in two sections: the first analyzed the correlation relationships between the study variables, and the second was allocated to analyzing the influence relationships among them. The study concludes with its fifth chapter, in two sections: the first includes the most important theoretical and practical conclusions, and the second presents some recommendations that could contribute to supporting the company's future activities.

• Weight: 0.55 kg
• Dimensions: 17 x 24 cm
• ISBN: 978-9957-12-339-0