Material management Chapter 7 of the book “Business Essential” by Elbert and Griffin (10th edition) discusses about Operations management and quality. The content of this chapter can be related to the chosen topic “material management” in a number of ways. The authors define operation management as the decisions, activities, and responsibilities of management of the resources that are used to produce and deliver both products and services. On the other hand, material management refers to the approach for organizing, planning, and controlling all organizational activities that are primarily concerned with how materials flow into the organization.
The scope of both operational management and material management varies from organization to organization and they both include control and planning of material, purchasing, production planning, material movement, waste management, and inventory control. Askin & Standridge (2013) define material management in their article as the process of providing the required materials conveniently at the right place in order to sustain the required production level at minimum cost. The main purpose of material management is effectively controlling the materials’ flow. The authors state that, the structure of material management should be well organized to allow integral coordination and planning of the material’s flow in order to ensure appropriate use of resources thus reducing production costs.
The content of this article relates to the content of the chapter 7 (operation management) because both operational management and material management operate interchangeably and share a number of common traits. Both material management and operation management have set goals and objectives that are almost unique. Material management, according to Robert (2008) is the process used by companies to acquire all the needed materials to achieve its operational goals and objectives.
The process of material management usually starts by requesting the materials from a potential supplier and the materials passes through several operations until they are incorporated to end products. Like operation management whose main goal is to maximize organization’s production and minimize costs, material management is a function of business mainly for purchasing; planning, storing, and moving materials in a manner that helps organizations minimize its costs and maximize production. The relationship between the content of this article and that of Chapter 7 stems from the reality that these two fields are mutually dependent on one another.
Material management is considered to be part of operation management simply because materials play a vital role in the entire manufacturing operation. In addition, both material management and operation management have similar goals and objectives. They all seek to enhance the output of an organization by increasing efficiencies and reducing costs. The contents of these two articles relate to the content of chapter seven based on the fact that operation management is based on internal focus and material management is externally focused.
Material management deals with external parties to acquire raw materials that are needed to manufacture products and sell these products to the markets while operation management deals primarily with activities that take place within the organization to manufacture services and products. The process of both operational management and material management varies with different organizations and the two include control and planning of material, purchasing, production planning, material movement, waste management, and inventory control. References Robert M. (2008). Going green through material management. The Wall Street Journal, 1(3), 309-326. Askin, R.
G. & Standridge C. R. (2003). Modeling & Analysis Of Manufacturing Systems. John Wiley and Sons, New York.