Systems and Operationsmanagement - Coursework Example

Various theories of operation and process management have been visited in the case study to formulate the appropriate recommendations. Since inception in 1970, Airbus has had to maintain a corporate goal of lunching a competitive fight that would enable the realisation of a sustainable market share. Despite the competitive nature of the market from major players such as Boeing and Lockheed, Airbus kept the nerve to initiate bold investment projects that enabled it to grow and reach the global status.

A winning corporate combination of practices such as operations and strategy management ought to have played a major role in the rise of the company. To surpass its anticipated entry into the market, Airbus management had to venture into more challenging business that no one else had ventured into. An ambitious diversification of the organisation package of market participation was identified as the solution to keeping up with the pace of the market’s dynamic challenges. To this end, Airbus rolled out one of the most daring ventures amid internal capacity issues.

Such a venture is the A380 project that became too much of a challenge along its initial implementation. Perhaps with the best operations and process realignments that corporations in this age need to armour their planning with, the success of the A380 project at Airbus would be a different story. An analysis of the project using insights postulated by systems and operations management theory has been used in the case study of the A380 project to highlight useful corporate lessons worth of sieving from the failures thereon.

Airbus systems and operations logistics were evolving at an increasing rate since its founding in 1970 aiming to formulate a consortium of air transport initially covering Britain, Spain, Germany and France. As a consortium, it was not clear if the