Operations decisions – along such dimensions as make vs. buy, warehousing and logistics, manufacturing strategy, sourcing, business systems, and customer support – are far too often divorced from messages from customers and channel partners. This is particularly so when firms are faced with pressures on pricing from competitors and customers. This paper outlines an approach to bringing the voice of the customer effectively into decisions on operations and assets, thereby ensuring that such decisions are consistent with the factors that will determine the firm’s success in making sales and satisfying customers. Case studies are provided showing how operations decisions can balance internal and market considerations and result in rewards for shareholders.
