BTM5PRO Principles of Operations Management Assignment help.docx

BTM5PRO Principles of Operations Management
Assignment help
Programme:Business & Tourism
ManagementLevel:Level 5Module Title:Principles of
Operations ManagementModule
code: BTM5PRO Module leader/s:
Alton Au
Iyanuoluwa Suru
Assignment No:1Assignment Type:Case Study
ReportAssignment weighting %:100%Assignment
Word Count: (or equivalent)4000

Summative
Submission Due Date:
Monday 3rd March 2025 14:00PenaltiesAll penalties
that are listed at the end of this document in the Table
of Penalties.
Assignment RequirementsOverview
This assignment involves preparing a 4,000-word case study
report on your understanding of Operations Management
(OM). You are required to use theories, concepts, and
contemporary practices to support your argument. Use
examples from the case study (TUI Group), further research,
and the tourism industry where necessary to demonstrate a
clear understanding of the theories, concepts, and
contemporary practices of OM and why they are important for
organisational performance.
The report must be submitted in Microsoft WORD format.
You must include appropriate in- text citations and references
according to the CCCU Harvard Referencing Style.

Assignment tasks to be completed
Case Study: TUI Group
TUI Group stands as one of the leading tourism companies
globally, with operations extending across the world.
Headquartered in Germany, TUI serves over 19 million
customers by offering comprehensive services from a single
source. It integrates the entire tourism value chain within one
organization. This encompasses more than 400 hotels and
resorts under prestigious brands such as RIU, TUI Blue, and
Robinson. Additionally, the Group operates 17 cruise ships,
including luxury vessels like the MS Europa and MS Europa 2,
expedition ships, and the Mein Schiff fleet of TUI Cruises, as
well as Marella Cruises in the United Kingdom.HND
Assignment help
TUI’s extensive portfolio also features leading tour operator
brands and online marketing platforms across Europe,
alongside five airlines that collectively operate over 130 state-
of-the- art medium and long-haul aircraft. The Group is
supported by approximately 1,200 travel agencies. While
expanding its core offerings in hotels and cruises through

successful joint ventures and activities in holiday destinations,
TUI is placing increased emphasis on the development and
enhancement of digital platforms.
Over the past two years, TUI Group has achieved significant
growth, driven by strategic investments in distinctive hotel
and cruise offerings, alongside advanced IT platforms. This
growth has enabled the company to make a robust recovery
from the challenges posed by the COVID-19 pandemic. By
consistently meeting customer expectations through timely
services and exceptional hotel experiences, TUI has
demonstrated its commitment to quality, reflected in a Net
Promoter Score of 52 achieved in April 2024.
The Group maintains a strong focus on delivering high-quality
experiences while
simultaneously enhancing choice and flexibility in its
offerings, including flight options and hotel sourcing. TUI
aims to expand its core product range by complementing its
traditional package deals with dynamic packages and single-
component options. This strategy is designed to provide
customers with greater variety, deliver more personalised

experiences, and uphold its reputation for outstanding
customer service.
A key strategy to achieve these objectives involves the creation
of a new organisational structure within the Markets and
Airline division. The marketing division will operate under
centralised management, ensuring integration across regions,
which will streamline operations and maximise resource
utilisation. At the same time, regional teams will concentrate
on addressing the specific needs of local customers, overseeing
flight capacity, trading, distribution, and localised marketing
initiatives.
This reorganisation aims to make the company more agile and
scalable, providing customers with enhanced booking
flexibility and access to a broader range of products. Such
transformation is poised to support TUI’s global growth
ambitions. Additionally, TUI Group seeks to further expand its
ability to deliver high-quality holiday experiences by investing
in partnership models and joint ventures with organizations
like Expedia, National Geographic, and Love holiday. Through
this collaboration, Love holiday customers will gain the
opportunity to book National Geographic Day Tours, which

have been developed in partnership between TUI and National
Geographic Expeditions.
To standardise its processes, TUI is enhancing the digital
customer experience by introducing a unified customer
account. This includes implementing a standardised payment
system, providing access to a comprehensive suite of products,
and expanding the number of touchpoints for holidays and
experiences to better engage customers. In the competitive
airline industry, TUI has focused on achieving cost efficiency
by streamlining its fleet, reducing the number of aircraft types
from several to just three. This approach is supported by the
implementation of a centralised fleet management system,
which fosters cross-functional collaboration, and the
establishment of a single maintenance operations control
centre.
Additionally, TUI is consolidating and standardising other
operational and financial systems to adopt a more data-driven
approach. In TUI Musement, a new system for managing
employee expenses and liquidation has been introduced across
various countries. This system ensures uniformity, promotes

consistent data entry, enhances flexibility, and improves
expense control.
Within the Markets & Airline segment, TUI Group has
expanded the volume of dynamic packaging and supply,
enhancing choice and flexibility for customers without
increasing operational costs. One way this was achieved was
through a partnership with Ryan Air in February 2024, which
provides TUI customers with a broader selection of flight
options when booking their trips. To further optimise
operations, TUI is developing a centralised capacity demand
management function to improve seat supply for both in-
house and third-party carriers.
TUI’s people strategy emphasizes fostering a digitally inclusive
and engaging work environment. This includes establishing a
framework designed to empower employees to perform at
their best, collaborate effectively as a team, and enrich the
overall employee experience. In 2024, as part of this initiative,
30,000 employees received training in generative AI,
equipping them with forward-looking skills to support future
growth and innovation.

To enhance customer experience, TUI has partnered with
analytics experts to collect and analyse data on successful
searches, errors, and checkout progress. Insights derived from
this data have driven TUI to implement strategic changes,
resulting in improved profit conversion rates. By leveraging
data intelligently, TUI ensures a more reliable and consistent
customer
journey, consistently exceeding customer expectations.
Operating in the price-sensitive tourism industry, TUI Group
spans multiple components of the value chain. To maintain
profitability, deliver customer value, and foster strong
partnerships, TUI transitioned its ERP financial system from
Oracle to SAP in 2020 to achieve more efficient process
automation. However, the scale and complexity of TUI’s
operations presented challenges, including the need to process
over 5 million supplier invoices annually. This automation
initiative is designed to help senior management gain better
cost insights, improve invoice accuracy, and promote synergy
across various business locations. Eliminating manual
processes has not only saved time and effort but also
streamlined financial information consolidation.

Sustainability has emerged as a central focus for TUI Group,
with the organization leveraging its global reach to drive the
sustainable transformation of the travel industry. As part of its
2030 sustainability agenda, TUI aims to achieve significant
emissions reductions: 24% for its airline operations, 27.5% for
its cruise business, and 46.2% for its hotels and resorts. These
goals will be accomplished through measures such as fleet
renewal, the adoption of sustainable aviation fuels, energy-
efficient ship operations, increased use of renewable energy,
and resource-saving practices.
TUI is also committed to ensuring that local communities
benefit from tourism by empowering changemakers with the
skills and knowledge necessary to innovate and transform the
industry. Working in collaboration with its partners, TUI is
dedicated to helping customers make sustainable holiday
choices throughout their travel journeys.
To sustain continuous growth, TUI’s strategy is centred on
delivering differentiated product offerings, expanding the size
and value of its customer ecosystem, and enhancing its brand
image. This includes increasing operational and customer

flexibility, advancing digital applications, and optimizing
efficiencies and synergies across its business operations.
WHAT YOU ARE BEING ASKED TO DO?
You are required to study the case and then write a report of
4,000 words (this can be over or under by 10%, i.e., 400
words) in relation to your analysis of the case organisation:
 Discuss how TUI Group manages its operations and
outline the key processes involved.
 Explain the objectives of process design, how TUI Group
achieves these objectives and the benefits to their
processes.
 Evaluate how TUI Group enhances the customer
experience and what strategies can be used to further
enhance customer experience.
 Examine the strategies TUI Group uses for planning,
control, and quality management in its operations.
 Analyse how TUI Group addresses, sustainability and
suggest potential improvements in responsible operations.

Additional information required to support
completing the tasks above
Important:
 This Assignment Guide should be used in conjunction with
the Assignment Brief as its purpose is to provide guidance
as to how best to respond to the requirements of the
assignment. Both documents give an indication of what the
marker will be looking for in the piece of work.
 The task requirement is a report, not an essay or reflective
journal. You must therefore ensure that your structure,
outline, content, style and presentation accord with
academic writing conventions for a report.
1. Headers, bullet points, pictures and graphs, bold or italics
fonts should be used where appropriate in the report. Table
of contents is also required.
 Ensure appropriate formatting. For example, you should
use 12-point font size, 1.5 line spacing and distribute your
text evenly between margins.

 You must use the correct Canterbury Harvard Referencing
Style for your in-text citations and reference list.
 Make sure you proofread and edit your work prior to final
submission to avoid grammar, spelling, punctuation, and
in-text citation mistakes as well as to ensure that you have
covered everything.
 You must use a minimum of 20 sources including
textbooks, journals and other academic/credible published
and web sources.
 Do not use Wikipedia, unverifiable blogs or any software to
generate your work.
 Make sure you adhere to the required word count of the
case study report (4,000) +/-10%, as 10 marks will be
deducted from your total grade, if you exceed the required
word count (i.e., if you exceed 4400 words) and your grade
will be capped at 40%, if you write below the required
wordcount (i.e., if you write below 3600 words) and the
marker cannot identify if the learning outcomes have been
met.
Step-by-step InstructionsPreparation

1. Read the case study from above.
2. Visit the website of TUI Group.
3. Conduct further research about the case study, theories,
concepts and contemporary practices.
4. Write down a work plan or make a checklist with your
tutor’s help.
The first page of the report
1. The module title and case study should be on the first page
of the assignment. Assessment Front Sheet NOT required.
2. This should be followed by a Table of Contents.
Introduction (300 words)
Introduction
 What is Operations Management?
 What is the background of TUI Group?

 What is the aim of this report, and what will be covered in
it?
First section (500 words)
Operations Management at TUI
 What is the input-transformation-output model?
 How can the input-transformation-output model be
applied to TUI Group, and what are the key inputs,
transformation processes, and outputs?
Second section (800 words)
Process Design Objectives at TUI
 What are the objectives of process design (Quality, Speed,
Dependability, Flexibility, Costs and Sustainability) in
operations management?
 How does TUI achieve these process design objectives and
what is the benefit to their processes?

 What is standardisation in operations management and
why is it important to TUI?
 What are some examples of standard processes at TUI?
Third sectionCapacity Management at TUI
(500 words)
1. What is the capacity management framework in operations
management?
2. How does TUI Group apply the capacity management
framework to manage capacity?
3. Why are people important in operations management and
how does TUI manage its employees?
Fourth section (400 words)
Process Mapping at TUI
 What is process mapping in operations management?

 What does the customer journey look like at TUI group, are
there pain points in the customer journey, and how can
TUI improve customer experience?
 What strategies can TUI use to enhance the customer
experience?
Fifth section (400 words)
Planning and Control at TUI
 What is Enterprise Resource Planning (ERP)?
 How does TUI use ERP systems to manage its operations?
 What are the benefits and challenges of implementing ERP
at TUI?
Sixth section (400 words)
Quality Management at TUI
 What is Quality Management in Operations?

 Why is improvement important in Operations
management
 How can TUI implement the PDCA model to improve
operations?
Seventh section (400 words)
Responsible Operations
 What is sustainability in the context of operations
management?
 What sustainability initiatives does TUI currently have in
place?
 What additional strategies could TUI adopt to improve
sustainability?
Conclusion (300 words)
Conclusion
 Summarise the main points discussed in the report.

 Provide recommendations for TUI, reiterating the
arguments for the importance of agile operations
management for organisational performance in the 21st
century.
 Include your own opinion about the concepts, models,
practices, and organisational examples covered in the
report.
References
1. List all the sources you have used using Harvard
convention. That includes every website you visited,
journal/articles, textbooks and other resources you have
used. If you have not used the information but just read it,
do not include that in the list.
2. Your list should contain at least 20 pieces of research. All
resources count as a separate piece of research.
Submission format
1. You must submit a Microsoft WORD document (.docx).
Other formats will not be accepted.

2. There is a Turnitin Practice Link in the Formative
Activities Section on Moodle where you can upload your
assignment to check for similarity.
3. You can over-write your submission 3 times before the
deadline.
4. If you missed the Summative deadline, use the Late
Submission link. As a rule of thumb, it will be opened for 2
working days.
5. See Assignment Brief for the due dates.
Resubmission rules
1. If you missed both the Summative and Late Submission
links or if your mark is below 40%, you need to resubmit
your assignment. Refer to the Assignment Brief for the
opening and closing times of the Resubmission links.
2. You are entitled to Academic Support and Study Skills
Support for the resubmission. Please request it with your
local SST.

Mandatory Referencing and Research
RequirementsReferencing StyleCCCU Harvard
Referencing Style.
Mandatory Sources to be included in the Assignment
Core texts
 Slack, N., Brandon-Jones, A. and Burgess, N.
(2023). Essentials Of Operations Management. S.L.:
Pearson Education Limited.
 Slack, N., Brandon-Jones, A. and Burgess, N.
(2022). Operations Management 10th edition. S.L.:
Pearson Education Limited.
Recommended texts
 Johnston, R., Shulver, M., Slack, N. and Clark, G.
(2021). Service Operations Management 5th edition.
Harlow: Pearson Education Limited.
 Camilleri, M. A. (2019). Tourism planning and destination
marketing. Bingley, UK Emerald Publishing.

 Paton, S., Clegg, B., Hsuan, J. and Pilkington, A.
(2021). Operations management. London [U.A.] McGraw
Hill.
 Robinson, P. and Jones, P. (2020). Operations
Management. Oxford University Press.
Additional resources / journals
 Adhikari, A. and Bhattacharya, S. (2016). Appraisal of
literature on customer experience in tourism sector: review
and framework. Current Issues in Tourism, 19(4), pp.296–
321.
 Agarwal, N. and Mohan, A. (2021) ‘Influence of Social
Interaction on Customer Experience in Tourism
Industry’, Purusharta, 14(2), pp. 104–116. Available
at: https://search.ebscohost.com/login.aspx?
direct=true&db=bth&AN=158334009&site=ehost
-live (Accessed: 10 September 2023).
 Alonso, A.D. and Ogle, A. (2008). Exploring design among
small hospitality and tourism operations. Journal of Retail

& Leisure Property, 7(4), pp.325–337.
doi: https://doi.org/10.1057/rlp.2008.23.
 Bozkurt, A. (2010). Tourism Industry and Standardisation:
An Impossible Task?. Journal of Cukurova University
Institute of Social Sciences, 19(3), 331–344.
 Bozkurt, A. (2012). Tourism Industry and Standardisation:
Possibilities and Opportunities.
Çağ Üniversitesi Sosyal Bilimler Dergisi, 9(1).
 Bryant, L. (2024). Unlocking further growth potential:
TUI’s Markets + Airline business becomes Global Curated
Leisure Marketplace | TUI UK Media Centre. [online] TUI
UK Newsroom. Available at:
https://www.tui.co.uk/press/unlocking-further-growth-
potential- tuis-markets-airline-business-becomes-global-
curated-leisure-marketplace/.
 Bustinza Sánchez, Ó.F., Vendrell-Herrero, F., Baines, T.S.
and Parry, G. (2015). Service business model and
performance: Unpacking the complex relationship.

 Canon Europe (2024). The Sky is the Limit: Business
Process Transformation At Tui Musement With Therefore
— Canon Europe. [online] Canon Europe. Available
at: https://www.canon-
europe.com/business/insights/case-studies/tui-
musement-case-study/ [Accessed 7 Jan. 2025].
 Digital Travel Europe (2022). Here’s How TUI Boosts
Revenue Through Customer Engagement and Experience.
[online] Digital Travel EU 2023. Available
at: https://digitaltraveleu.wbresearch.com/blog/how-tui-
boosts-revenue-through-customer- engagement-
experience.
 EQS News Service (2023). TUI AG: Annual Financial
Report — Part 2 | UK Regulatory — EQS News.
[online] www.eqs-news.com. Available at:
https://www.eqs-news.com/news/uk- regulatory/tui-ag-
annual-financial-report-part-2/1954029.
 Godovykh, M. and Tasci, A.D. (2020). Customer
experience in tourism: A review of definitions,
components, and measurements. Tourism Management
Perspectives, 35, p.100694.

 Hopwood, J. (2020). TUI Achieves End-to-End
Automation of Financial Processes — InsideSAP. [online]
InsideSAP. Available at: https://insidesap.com/tui-
achieves-end-to-end-automation- of-financial-processes-
with-kofaxs-process-director-for-sap/ [Accessed 7 Jan.
2025].
 International Airlines Group (IAG), 2023. Annual Report
and Accounts 2023. [PDF] Available at:
https://www.iairgroup.com (Accessed: 29 September
2024].
 Jakulin, T.J. and Golob, A. (2015). Systems Approach to
Standardisation, Classification and Modelling of Managed
Events for Tourism. Organizacija, 48(3), pp.188–197.
doi: https://doi.org/10.1515/orga-2015-0016.
 Kropp, N. (2023). CASE STUDY: Digital transformation at
TUI. [online] Aircraftit.com. Available at:
https://www.aircraftit.com/articles/case-study-digital-
transformation-at-tui/?area=mro [Accessed 7 Jan. 2025].
 Lemon, K.N. and Verhoef, P.C. (2016). Understanding
Customer Experience Throughout the Customer
Journey. Journal of Marketing, [online] 80(6), pp.69–96.

 Li, K., Ji, C., He, Q., & Rastegar, R. (2023). Understanding
the sense-making process of visitor experience in the
integrated resort setting: Investigating the role of
experience-centric attributes. International Journal of
Tourism Research, 25(5), 491–
505. https://doi.org/10.1002/jtr.2584
 London Stock Exchange (2024). London Stock Exchange |
London Stock Exchange. [online]
Londonstockexchange.com. Available at:
https://www.londonstockexchange.com/news-
article/TUI/tui-group-half-year-financial-report-1-
october-2023–31-march-2024/16470940 [Accessed 7 Jan.
2025].
 So, K.K.F., Li, X. and Kim, H. (2020). A decade of
customer engagement research in hospitality and tourism:
A systematic review and research agenda. Journal of
Hospitality & Tourism Research, 44(2), pp.178–200.
 Travel and Tour World (2024). TUI Group expands into a
Global Curated Leisure Marketplace after two years of
remarkable growth in Markets + Airline and travel
experiences — Travel And Tour World. [online] Travel and
Tour World. Available at:

https://www.travelandtourworld.com/news/article/tui-
group-expands-into-a-global- curated-leisure-
marketplace-after-two-years-of-remarkable-growth-in-
markets-airline-and- travel-experiences/.
 TUI Group (2022). Strategy.
[online] www.tuigroup.com. Available at:
https://www.tuigroup.com/en-en/about-us/about-tui-
group/strategy-new.
 TUI Group (2023). Strategy.
https://www.tuigroup.com/en-en/investors/strategy.
 TUI Group (2024a). TUI shapes the future of work with AI.
https:/
/www.tuigroup.com/en-en/media/press-releases/2024/2
024-03-12- TUI-shapes-the-future-of-work-with-ai.
 TUI Group (2024b). TUI Sustainability Agenda Tourism: A
Force for Good. [online] Available
at:https://www.tuigroup.com/damfiles/default/tuigroup-
15/de/nachhaltigkeit/sustainability-2022/202302-TUI-

Sustainability-Agenda-ENGLISH- Final.pdf-
85d0061f09b9614570dec5691880c7e0.pdf.
Journals:
 The Journal of Operations Management (JOM)
 Operations Management Research
 International Journal of Operations & Production
Management
 International Journal of Supply and Operations
Management
 Production and Operations Management
 Chartered Institute of Procurement and Supply
 Manufacturing & Service Operations Management
 Strategic Management Journal
 Journal of Strategy and Management
 Journal of Sustainable Tourism
Further Digital Resources

 ABI/INFORM Collection (ProQuest)
 Academic Search Index
 arXiv
 Business Source Complete (EBSCO Publishing)
 Construction News
 Economist
 Emerald Management Reviews (Emerald)
 Entrepreneurial Studies Source
 eBook Business Collection (EBSCOhost)
 eBook Collection (EBSCOhost)
 FT.com
 GOBI E-books
 Harvard Business Review
 IndianJournals.com
 Industry Studies Working Papers
 JSTOR Journals

 Pearson
 Princeton University Press
 Sage Academic Books
 SCOPUS (Elsevier)
 Wiley
Student Success Tutors Emails:West
Londoncccugreenford@globalbanking.ac.ukEast
Londonccculondon@globalbanking.ac.uk (Bow Road)
and cccustratford@globalbanking.ac.uk (Cam
road)Mancheste
rcccumanchester@globalbanking.ac.ukBirminghamcccunorfol
k@globalbanking.ac.uk (Norfolk House)
and cccubirmingham@globalbanking.ac.uk
(Fazely)Leedsccculeeds@globalbanking.ac.uk
Format of your submission and how your assignment
will be assessed

This assignment should be submitted electronically via
Moodle (module tutors will discuss this process with you
during class time).
 You must submit your work in Microsoft WORD
document format.
 You can submit your work as many times as you like before
the submission date. If you do submit your work more than
once, your earlier submission will be replaced by the most
recent version.
 Please ensure that you have submitted your work
in the correct link on the assessment tab. Also note
that students may be penalised for submitting
their assessments in the wrong link.
 Once you have submitted your work, you will receive a
digital receipt as proof of submission, which will be sent to
your forwarded e-mail address (provided you have set this
up). Please keep this receipt for future reference, along
with the original electronic copy of your assignment.
 You are reminded of the University’s regulations on
academic misconduct, which can be viewed on the

University website: Academic Misconduct Policy. In
submitting your assignment, you are acknowledging that
you have read and understood these regulations.
 It is the complete and sole responsibility of the student to
upload their assessment to Turnitin for Marking prior to
the specified deadline. Students should not request
lecturers to submit assessments on their behalf as they are
unable to do so.
 To avoid uploading issues, students should aim to upload
their assessment several hours prior to the deadline to
avoid Turnitin issues around the deadline time or
accidentally submitting to the wrong submission link. It is
recommended to check that the assessment that has been
uploaded is able to be read after you have uploaded it and
if not to re-upload it. Contact the SST on your campus if
you have any issues.
 Any assessment submitted after the specified deadline will
incur a late penalty as specified in CCCU Academic
regulations unless prior approval has been granted for
Exceptional Circumstances.

Your work will be assessed on the extent to which it
demonstrates your achievement of the stated learning
outcomes for this assignment (see above) and against other
key criteria, as defined in the University’s institutional grading
descriptors. If it is appropriate to the format of your
assignment and subject area, a proportion of your marks will
also depend on your use of academic referencing conventions.
If you fail this assessment, you will have to resubmit an
Individual assignment. This assignment will be marked
according to the grading descriptors for Level 5.

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