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Strayer University QuickTrip Operations Strategy Evaluation Paper

Strayer University QuickTrip Operations Strategy Evaluation Paper

Completean analysis of the QuickTrip. Assess the organizational layout,performance metrics, and the technology that is used to measureperformance and connect with consumers.

The QuickTrip Case Study is available in the course shell. It is also available at the following link: http://supplychainresearch.com/images/quik_trip.pdf

Write a six to seven (6-7) page paper in which you:

  1. EvaluateQuickTrip operations strategy and explain how the organization seeks togain a competitive advantage in terms of sustainability.
  2. Analyzehow operation management activities affect the customer experience.Select two (2) operation management challenges and provide the solutionsfor confronting them.
  3. ExamineQuickTrip value chain and evaluate its effectiveness to operations interms of quality, value creation, and customer satisfaction.
  4. Determinethe different types of performance measurements that can be used tomeasure QuickTrip service-delivery system design. Select at least two(2) types that can be applied and provide justifications for theselection.
  5. Examinethe different types of technologies applied to QuickTrip serviceoperations and evaluate how the technologies strengthen the value chain.
  6. Use at least two (2) quality resources in this assignment that do not include the initial case study. Note: Wikipedia and similar websites do not qualify as quality resources.

Your assignment must follow these formatting requirements:

  • Betyped, double spaced, using Times New Roman font (size 12), withone-inch margins on all sides; citations and references must follow Strayer Writing Standards (SWS). Check with your professor for any additional instructions.
  • Includea cover page containing the title of the assignment, the student’sname, the professor’s name, the course title, and the date. The coverpage and the reference page are not included in the required assignmentpage length.

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