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Operation Management in Sport
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Operation Management in Sport
Background in Sport
Sport is one of the great modes of human interaction that has evolved around the world as
a ceremony, festival, athletic pursuit, recreational activity, and company (Chadwick, 2009).
Sport has evolved into a multibillion-dollar industry with a strong sales turnover. Sport may be
amateur or professional, local or international, and people love competing and cheering on their
individual and team efforts. Governments allocate federal funding to sports events, and other
partners join in to support these activities. Sports activities thus qualify to be classified as a
public service. Sports include a large number of fans as well as considerable investment in
teams, promotions, and advertisement, notably in professional leagues as opposed to amateur
leagues (Kauppi et. al., 2013). Countries have competed for the right to stage and plan
international events like the Olympic tournaments and the Football World Cup, which provide
huge employment opportunities and business benefits to the host nation.
The sport sector has recreational equipment such as gyms and baths that are open to the
public. The use of these sports facilities has improved residents on an individual basis, with less
health care needs and a higher quality of living, as well as on a collective social and economic
level, with reduced crime rates and potential for urban regeneration. Sport has made significant
contributions to the development of both local and global economies. It has shown the
significance of open access to sport facilities for residents' welfare and social well-being
(Chadwick, 2009). Sport encompasses a wide range of off-field activities that are expected to
promote sports teams and competitions, whether professional or amateur, local or international.
The sport industry provides many facets to include, such as corporate, fiscal, and social activity
where activities, which most of the time take place at the same time, necessitate management.
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Operation Management in Sport
Because of the importance paid to the number of participants participating, the
repercussions of operation management failure in sport events are highly evident to a worldwide
audience where there is failure. For example, the 2010 Commonwealth Games were mocked
for seats unoccupied, crashing leaderboards, and rule boycott challenges due to insufficient
transportation arrangements and deteriorating infrastructure, both of which should have been
functionally safe and reliable for such a massive sports competition (Hazen,2012). For all other
cases of operational control incompetence, there are prospects for better results for sporting
competitions. Improved configuration, queuing procedures, operation, work environment can
increase customer throughput and sales across mid breaks, although production scheduling
concepts can help improve both efficiency and customer loyalty at sporting facilities (Kauppi et.
al., 2013).
Many companies are adopting process control techniques and procedures in order to
manage the number of concurrent activities. The discovery of quality standards in the sports
world assists administrators in determining which operational management practices perform
best. For instances, logistics event management, sporting event scheduling, and venue
management (Hazen,2012). Sporting associations and leagues are limited by either a fixed
limited supply or an extremely static equilibrium quantity. Since field performance may not be
changed in a similar way as a produced object would, the sporting product is not possible to be
preserved and resold, thus reducing its supply. Sport is governed by state, global, and
international rules, as well as foreign operating standards not seen in other markets, where
market length and format are outside the organization's reach, restricting decision-making control
and possibilities for distinction.
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Supply Chain Management
The procurement and retaining of players are a big supply management problem. Clubs
have seen a significant rise in sales over the years, but this has not turned into higher or probably
any earnings because their main vendors, the teams, have taken the lion's share of the income.
For instance, Man Utd and top goal scorer Wayne Rooney agreed to a record-breaking five-year
deal worth $282,000 per week (Chadwick, 2009). The relationship between professionals and
clubs as a provider hostile alliance in the talent delivery service. As manager, i can take a
resource-based approach to the club's player supply. According to the club, the primary cause of
higher rentals is the workforce's qualifications.
Players are not consistent and are only partly mutually dependent; which, along with their
reduced transferability, replicability, and resilience, as well as the comparatively poor forces of
the club against the player, has resulted in a situation in which clubs may not be able to cover
player costs with ticket sales. As a club manager, I use outsourcing for promotion with a well-
developed business approach by the external provider, where the establishment of a cooperative
relationship is the secret to an effective outsourcing scheme, such as logistics in the Olympics,
which was seen as a differentiating aspect of the commonwealth games. For the Commonwealth
Games, some functions were outsourced, including the availability of qualified transporting
goods and visa processing personnel, technical assistance which I s important in warehousing
and material forecasting plan, and delivery scheduling structure (Kauppi et. al., 2013).
Strategy and Service Design
The failure of process design analysis in both sporting activities and facilities suggests
that the sector has currently ignored the connection between policy and its application to
everyday operations, which can be due to a lack of activity management strategy. Improving
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delivery operational flexibility and reducing wait times requires strengthening service process
infrastructure and introducing operation management-oriented strategies to track the level of
service delivery. Owing to the rapid sale cycles found in most sporting competitions, simulation
experiments exist to compare the effect of various server networks on waiting times. To best
support the sport industry, factors such as product range, payment choices, and alternate back-
office preparations performed prior to the sale date should be used in simulation models.
The importance of on-field outcomes to a sports organization's marketing strategy
provides an opportunity to reflect on the causes that contribute to competition success or failure,
and both agree that creativity on the field quality which provide a road to achieve clubs set goals.
Football teams depend on key players for results, so they pay close attention to player choices. It
does have an influence on the profitability success of football clubs, with the majority of them
failing to break even. Clubs have made it a point to recruit the best players at whatever expense,
which is a tactic that contributes to the growing transferability of this vital property (Chadwick,
2011). The pattern of elite sports excellence, on the other hand, finds strategic investment in
football players to be critical to success in this field.
Management teams and organizations use the input-throughput-output operation control
model to investigate the relationship between policy inputs, policy throughputs, and outputs such
as medals earned or number of qualifying athletes during international competitions. As a coach,
assessing critical performance factors and developing a scoring system will determine the
success of the football team, and various nations consider improvements in various ways
(Kauppi et. al., 2013). The teams that expend the most money on elite sports have the most
competitive players hence; systematic investment in the sport, determining where managers need
to develop and enhance the club for improved results and competitive success. Based on the
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concept of designing plans for strategic advantage, which considers arranging, coordinating,
leading, or governing in major sporting competitions for understands the value of planning, the
main emphasis continues to be on achieving the net profit rather than the consistency of
scheduled and precise results.
Performance Management
Where it came to performance assessment, it was recommended that the main
performance metrics be focused solely on financial measurements. Professional sporting
activities were more concerned with assessing competitive results and the success of each tour
than their amateur counterparts. For cricket, success targets were set at the start of the year and
evaluated at the end of the year in a written report. By open-ended questions where managers
and players were asked for suggestions for change (Hums et.al., 1999) The Olympic games are
the one event that we get judged on in the Paralympics, and they only happen once every four
years, because once we get there and something goes wrong, there is nothing you can do about it
for another four years.
Conclusion
Sport operations management identified the ability to bring substantial additional value to
sporting organizations with the use of validated and comprehensive operations management
software and techniques. Sporting events will serve as a catalyst for transformation and lifestyle
increase in quality; in this regard, several parallels have emerged in the field of humanitarian
assistance operations. The promise of operations management in sports can only be understood if
the current sport operations management and event management theory is deployed and used
properly. The use of effective operations management software and strategies has the very real
potential to improve community participation and interest in sport. Making sport more unified
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has the potential to improve its availability and accessibility. It opens up a viable opportunity for
both strategic and tactical organizational change. Sports with a long-term and short-term
emphasis can benefit from implementing formal theory as part of a given implementation
strategy.
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References
Kauppi, K., Moxham, C., & Bamford, D. (2013). Should we try out for the major leagues? A call
for research in sport operations management. International Journal of Operations &
Production Management, 33(10), 1368-1399. http://dx.doi.org/10.1108/IJOPM-11-2011-
0418
Hums, M. A., Barr, C. A., & Gullion, L. (1999). The ethical issues confronting managers in the
sport industry: JBE. Journal of Business Ethics, 20(1), 51-66.
https://search.proquest.com/scholarly-journals/ethical-issues-confronting-managers-
sport/docview/198125122/se-2?accountid=10378
Chadwick, S. (2009). From outside lane to inside track: sport management research in the
twenty-first century. Management Decision, 47(1), 191-203.
http://dx.doi.org/10.1108/00251740910929786
Hazen, B. T., Overstreet, R. E., & Cegielski, C. G. (2012). Supply chain innovation diffusion:
going beyond adoption. International Journal of Logistics Management, 23(1), 119-134.
http://dx.doi.org/10.1108/09574091211226957
Chadwick, S. (2011). Editorial: the distinctiveness of sport: opportunities for research in the
field. Sport, Business and Management, 1(2), 120-123.
http://dx.doi.org/10.1108/20426781111146727

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