Operation Areas

Operations Management

Operations Management refers to the design and control of production processes and the reengineering of business processes for the production of goods or the provision of services

INEMA’s specific areas of action can be summarised as follows:

Validation of Strategic Choices and their Development

Verification of the theoretical models proposed and evaluation of the feasibility of implementation taking account of the impacts on systems and resources, identifying consequent actions and making recommendations.

Facility Rationalization and Development

Management of the structure of facility maintenance and running costs with the aim of improving service performance and of facilitating daily work tasks.

Supply Chain Management

Management of the supply chain relates to all the company’s logistical activities, with the aim of controlling performances and improving efficiency. These activities include the systematic cataloguing of products and the strategic coordination of the various operators along the supply chain.

Production Capacity Planning

Production capacity planning involves the optimisation of the level of output, for a given and constant production facility, corresponding to the volume of production per unit of time for which there is the lowest average unit cost.

Distribution Logistics: Audits / Strategy

Design of the distribution network, establishing the optimal number, dimension and location of Distribution Centres, analysing the logistics costs and comparing them with the results achieved in terms of service, delivery times and product availability.

Supply and Stocks Management

The management of supplies and stocks is an issue that comes under the control of flows of materials inside the production process, the objective of which is to minimise the cost of holding warehouse stock while guaranteeing a correct supply of production flows.

Processes Organisation

The adoption on the part of businesses of functional organisational structures has made it possible in the past to reach high levels of efficiency within single functions, but when the number of functions of a business and the level of differentiation between them increases, it becomes very difficult to manage the “interdependencies” that form between them. As a result, while the previous business approach was to seek to optimise activities within functions while forgetting that the ultimate aim must be the global optimisation of processes, today it is the management of previously neglected “inter-functional” spaces which offers the widest scope for improvement. The analysis and redesigning of companies’ functional mechanisms are increasingly based on the “process” concept (even though sometimes not explicitly). The “process” approach involves an analysis and a plan of company organisation which is not based on the classic concepts of hierarchically linked activities, tasks and functions, but on a set of homogeneous activities from an output point of view, linked between them beyond functional confines and regulated by coordination mechanisms; in this way, management is able to concentrate its attention on the processes.

“Concept Development”

Technology has changed the way that customers perceive and react to brand promotion. “Concept Development” allows the retailer to be pro-reactive to the customer’s needs and to remain competitive using this new technology.