It may be that one reason for the relatively low practitioner interest in operation strategy is because, as a subject area, it does not really reflect 'operations' as they exist within the business world. One could argue that 'true' operations strategy is neither taught nor researched within the vast majority of business schools. Often, what is both taught and researched is manufacturing strategy. The earliest influences on operations strategy (Skinner, 1969; Hayes and Wheelwright, 1984; Hill, 1984) were all essentially manufacturing strategy works. The issue here is whether 'operations' and 'manufacturing' are the same thing. To answer this one must go back to when the subject started using the term 'operations' during the 1970s, when prior to being called 'operations management' it was seen as very much associated with the manufacturing sector (Slack et al., 2006). In fact it would have been called 'production' or 'manufacturing' management, and was concerned exclusively with the core business of producing physical products. Starting in the 1970s and 1980s the term operations management became more common. It was used to reflect two trends. First, and most importantly, it was used to imply that many of the ideas, approaches and techniques traditionally used in the manufacturing sector could be equally applicable in the production of services. The second use of the term was to expand the scope of 'production' in manufacturing companies to include, not just the core processes that directly produce products, but also the non-core production-related processes that contribute to the production and delivery of product. This would include such processes as purchasing, physical distribution, after sales service, and so on. More recently the term operations and process management (or sometimes just process management) has been used to denote the shift in the scope of the subject to include the whole organization. It is a far wider term than operations management because it applies to all parts of the organization. This latter trend itself presents a challenge to operations strategy. All types of services (including 'internal' services such as Human Resources Management) have become more concerned about their levels of productivity, quality, responsiveness, etc (Levitt 1972, etc.). As a result, the audiences for process management and reengineering courses, books and consultancy, are no longer limited to functional operations managers. Increasingly, all sorts of administrative personnel and managers see themselves as managing processes and therefore have something to learn from operations strategy ideas (Womack and Jones 1994; 1996). But, can the subject embrace an examination of the operations function in both manufacturing and service sectors, and also the management of processes in operations and non-operations functions?
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