1.1 Purpose of the APICS OMBOK Framework
The APICS Operations Management Body of Knowledge (OMBOK) Framework provides an outline of the areas of knowledge required to manage the processes for producing and delivering common products and services. The descriptions give an overview of each area and, when taken together, define a generally accepted view of the scope of operations management as a field of study. As operations management is a dynamic field, the framework will evolve over time to reflect changing perceptions and incorporate new approaches as their usage becomes prevalent.
1.1.1 Scope of operations management
Operations management focuses on the systematic direction of the processes involved in the sourcing, production, and delivery of products and services. It calls for a holistic or systems view of the processes with major impact on the costs required to operate a firm. It assumes that many technical aspects of operation, particularly details related to engineering, are handled by specialists. Operations management concepts apply to the complete chain of activities in the production and delivery of products and services, including those that cross commercial and geographical boundaries. These concepts also are applicable to non-operations fields such as marketing, finance, and information technology, although this is not the primary focus of this document.
1.1.2 Taxonomy of major concepts and tools
The APICS OMBOK Framework includes only the basic concepts and tools that are in common use. Concepts and tools that are starting to enter common usage may be listed as emerging operations technologies. (See Chapter 9.) Additionally, some concepts, tools, and techniques used in specific areas or industries may only be noted tangentially.
1.1.3 A systems view of the components of operations management
Manufacturing products and delivering services involve a complex series of transformational processes. Operations management coordinates these individual processes. Management decisions generally consist of long-range strategic, intermediate-term tactical, and short-term operational and control decisions. The long-range strategic decisions typically are the focus of high-level operations executives while the intermediate- and short-term operations decisions relate to mid- and entry-level line and staff functions within a firm.