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1. Introduction
IKEA, which was founded by a Swedish entrepreneur Ingvar Kamprad in 1943, is a privately-hold, international furniture products retailer that designs and sells unassembled furniture, accessories, bathrooms and kitchens at its retail stores around the world. Till 2008, IKEA has 127000 employees and 313 stores in 38 countries, most of which are in Europe, North America, Asia and Australia. Among them, 276 stores are owned by The IKEA Company in 25 countries while the other 37 stores are owned and ran by franchisees in 16 countries (IKEA, 2008). In 2010, its revenue is 23.5 billion and the net income is 2.7 billion, all of which demonstrates the company’s fully succeed in furniture retailing industry (IKEA, 2011). As a service-manufacturing organization, IKEA has advanced operation management experiences and distinctive operation management advantages compared to its rivals, such as packing flat, offering “instant gratification”, prototype etc. (Drew & Smith, 1998). Thus, it is proposed to choose IKEA as the organization to be studied here.
This essay will firstly discuss the operations strategy of IKEA by introducing the top-down relationships, and examine how IKEA performs the five competitive objectives. After grouping the service life cycle’s influence on the organization from five aspects, it will introduce the capacity strategy in IKEA, and then identify how the company complements capacity planning and control. Then, introduce the quality management conception, identify how IKEA applies TQM philosophy, and introduce the tools or methods that IKEA uses to solve its quality problems. Finally, it will indicate some challenge that IKEA confronts with, such as environment issues and knowledge management crisis, and then give some discussions.
2. Operations strategy
3. Performance objectives
3.1 Cost
3.2 Speed
3.3 Dependability
3.4 Quality
3.5 Flexibility
4. The effect of product life cycle on the organisation. (100-300 words)
5. Capacity management
5.1 Operations capacity strategy in IKEA
5.2 Capacity planning and control in IKEA
6. Quality management
6.1 The quality management conception in IKEA
7. Conclusion and Suggestion

Reference
Chopra, R. (2009) IKEA Case Study, viewed 9 April 2011,
https://www.slideshare.net/riddhimachopra/ikea-case-study
Dahlvig, A., Kling K., & Goteman I. (2003) IKEA CEO Anders Dahlvig on international gworth and IKEA’s unique corporate culture and brand identity. The academy of Management Executive (1993-2005), Vol.17, No. 1, Page 31-37.
Drew, S.A.W. & Smith, P.A.C. (1998) The New Logistics Management: Transformation through Organizational Learning. International Journal of Physical Distribution & Logistics Management, Vol. 28, No. 9/10, pp,666-681.
Dupuis, M. (1999) European cases in retailing, Wiley-Blackwell.
Hambrick, D.C., & Fredrickson, J.W. (2005). Are you sure you have a strategy? Academy of project management paper Management Executive. Vol. 19, No.4, pp, 51-62.
IKEA Supplier Quality Assurance Program, (2006) viewed 9 April 2011,
https://www.tyfountex.com/pdf/Routine%201(1)%20ISQAP%20standard%20Ed%201.pdf
IKEA, viewed 6 April, 2011,
https://www.ikea.com/cn/en
Jonsson, P., Kjellsdotter, L., & Rudberg, M. (2007) Applying advanced planning systems for supply chain planning: three case study. International Journal of Physical Distribution & Logistics Management, Vol. 37, Issue. 10, pp, 816-834.<本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。