Yes, operations management is a crucial part of supply chain management. Imagine the supply chain as a long river, with raw materials flowing upstream and finished products flowing downstream. Operations management is like the dam and hydroelectric plant in the middle. It takes the raw materials (water) and converts them into finished products (electricity) using various processes and equipment.

Here's how they are related:

Supply chain management focuses on the big picture, managing the entire flow of goods and services from procurement to delivery. This includes:

• Sourcing: Finding and selecting the right suppliers for raw materials and components.
• Procurement: Negotiating prices, managing contracts, and ensuring timely delivery of materials.
• Production: Planning and scheduling production processes, managing inventory, and ensuring quality control.
• Logistics: Warehousing, transportation, and distribution of finished products to customers.
• Customer service: Providing excellent service to customers after they purchase a product.

Operations management focuses on the internal operations of a company, specifically the production process. This includes:

• Process design: Designing efficient and effective production processes.
• Capacity planning: Determining how much production capacity is needed to meet demand.
• Scheduling: Scheduling production activities to optimize efficiency and avoid bottlenecks.
• Inventory management: Maintaining the right level of inventory to avoid stockouts or overstocking.
• Quality control: Ensuring that products meet quality standards.

Relationship between the two:

• Operations management is the engine that drives the supply chain. It takes the raw materials from the supply chain and transforms them into finished products. Without effective operations management, the supply chain will not be able to function efficiently.
• Supply chain management provides the inputs for operations management. It ensures that the right materials and components are available at the right time and in the right place for production. Without effective supply chain management, operations management will not have the resources it needs to produce finished products.
• The two functions are interdependent and must work together in order to be successful. They need to communicate and collaborate effectively to ensure that the entire supply chain is operating efficiently.

Here's an analogy to illustrate the relationship:

• Think of a pizza restaurant. The supply chain is like the delivery truck that brings the flour, cheese, and other ingredients to the restaurant. Operations management is like the kitchen staff who take those ingredients and make them into pizzas. The pizzas are then delivered to the customers (the final step in the supply chain).

In short, operations management is the engine that powers the supply chain, and the supply chain provides the fuel for the engine. They are both essential for a successful business.

Dr Murtadha Shukur thank you for your contribution to discussion

Ultimately and historically, OM (operations management) is much older and much more mature than SCM (supply chain management). Any relatively old textbook on the subject of OM had several chapters on SCM topics located at the end of the book.

https://www.google.com/search?q=When+did+Operations+Management+start

vs.

https://www.google.com/search?q=When+did+SCM+start

"Creation era. The term "supply chain management" was first coined by Keith Oliver in 1982."

Dr Steftcho P Dokov thank you for your contribution to discussion

And, the theory on which OM (operations management) is based, the theory of "Operations Research" is a lot older as well.

E.g., you may check the following textbooks

Introduction to Operations Research, 11 ed, by Author: Frederick s. Hiller and Gerald J. Lieberman, published by: McGraw-Hill Education, 2021

and

Operations Management: Processes and Supply Chains, 13 ed, by Author: Lee J. Krajewski and Manoj K. Malhotra, published by: Pearson Education, 2022

vs some of the the greatest SCM books.

https://web.mit.edu/sheffi/www/documents/SCMOperations-10greatSCMbooks.pdf

In fact, in pursuit of those objectives, the two roles are inextricably linked together. Supply chain management controls the process for having the product produced; without it, operations management wouldn't have a product to oversee operations for. “Overall, supply chain is sourcing and moving both the raw materials and the finished product. Operations management is the part in the middle where the product is created from the raw materials. Supply chain is how you get it and get it to customers. Supply chain management is important because it can help achieve several business objectives. For instance, controlling manufacturing processes can improve product quality, reducing the risk of recalls and lawsuits while helping to build a strong consumer brand. Operations and supply chain management is focused on managing the flow of goods, information and cash, while exceeding customer expectations at the lowest total cost possible. Supply chain management ensures the smooth flow of products and services from suppliers to end customers, while operations management focuses on optimizing internal processes and resources to enhance productivity and quality. Supply chain management is a field of operations management that focuses on managing the flow of materials and information among suppliers and customers. Supply chain managers are responsible for coordinating the supply chain's activities to optimize efficiency and effectiveness. Both Operation Management and Supply Chain Management are focused on improving efficiency and reducing waste in the production and delivery of goods and services. This is achieved by streamlining processes, reducing cycle times, optimizing resource utilization, and minimizing costs. Operation management is concerned with identifying the time schedule and machine allocation required to produce quality material. Supply chain management enables an inventory of raw materials to ensure smooth functioning of operations in an organization.