| Course | OPM-3010 Operations Management |
|---|---|
| Module | Module 2 |
| Paper type | Module 2 written assignment: technology issues and goods and service design |
| Length | About 627 words, 5 pages |
| Format | APA 7 student paper |
| School | Thomas Edison State University |
| Program | B.S.B.A. in Operations Management |
| Updated | October 2026 |
Free sample paper for OPM 3010 Module 2
From Supermarket Trucks to Cafe Doors: Designing a New Bread Service
Student Name
B.S.B.A. in Operations Management, Thomas Edison State University
OPM-3010: Operations Management
Mentor Name
Month Day, Year
From Supermarket Trucks to Cafe Doors: Designing a New Bread Service
The Opportunity
Cafes in southern New Jersey buy artisan bread from small local bakers or from restaurant distributors that deliver three times a week. Our sales team surveyed 60 cafe owners within forty miles. Their complaint was consistent: bread arrives too seldom to be fresh, and orders cannot be changed after 2 p.m. the day before. The bakery has capacity in its artisan line from 2 to 6 a.m. The opportunity is a daily delivery service.
The Customer Benefit Package
Collier and Evans (2017) describe a customer benefit package as a clearly defined set of tangible goods and intangible services the customer recognizes, pays for, uses or experiences, made up of a primary good or service and peripheral goods and services. For the cafes:
The peripheral services, not the bread, are what distinguish the offer. Several local bakers make good bread; none deliver daily with late order changes.
| Element | Design |
|---|---|
| Primary good | Artisan loaves and rolls, baked between 2 and 6 a.m. |
| Peripheral service | Delivery before 7 a.m., six days a week |
| Peripheral service | Order changes accepted until 9 p.m. the night before |
| Peripheral good | Branded bread baskets and table cards naming the bakery |
| Peripheral service | Credit for any loaf returned unsold the same day, up to 5 percent of the order |
Service Blueprint
Shostack (1984) introduced the service blueprint as a way to map a service's steps, separate what the customer sees from what happens behind the scenes and identify fail points before they occur. Bitner et al. (2008) later described blueprinting as a tool for service innovation that shows customer actions, onstage and backstage employee actions and support processes.
Three fail points stand out: an order change entered after the production list prints, a loaf missed during loading and a driver arriving before a cafe opens. The design answers each: the app locks changes at 9 p.m. and says so, loaders scan each order against the route list, and drivers have lockbox codes for cafes that open late.
| Layer | Steps |
|---|---|
| Customer actions | Places or changes order in app; receives delivery; checks bread; reports a problem |
| Onstage (visible) | Driver delivers and places bread; driver confirms with cafe staff |
| Line of visibility | |
| Backstage | Night order cutoff at 9 p.m.; production list printed at 10 p.m.; bake 2 to 6 a.m.; load by route |
| Support processes | App and order database; route planning software; flour and ingredient supply |
Translating Needs Into Design
Hauser and Clausing (1988) described quality function deployment's house of quality, which links customer requirements to technical characteristics. A simplified version for the cafes:
Freshness and reliability carry the most weight, so the bake window and delivery reliability receive the most design attention.
| Cafe need (importance 1 to 5) | Design feature | Relationship |
|---|---|---|
| Freshness (5) | Bake within 4 hours of delivery | Strong |
| Order flexibility (4) | 9 p.m. change cutoff | Strong |
| Reliability (5) | Route scanning; lockbox delivery | Strong |
| Low waste (3) | Unsold-loaf credit up to 5 percent | Medium |
| Easy ordering (3) | Ordering app | Strong |
The Role of Technology
Phone orders would be cheaper to start, but they would make the 9 p.m. cutoff hard to manage and would require someone to take calls in the evening. An ordering app, built on the bakery's existing wholesale ordering platform, lets cafes change orders until the cutoff, sends the production list automatically and records every order for billing. The technology is what makes the flexible peripheral service possible.
Conclusion
The new service succeeds or fails on its peripheral services, daily delivery and late order changes, more than on the bread. The blueprint finds the fail points that would break those promises, the house of quality focuses design effort on freshness and reliability, and an ordering app makes the flexible cutoff workable.
References
Bitner, M. J., Ostrom, A. L., & Morgan, F. N. (2008). Service blueprinting: A practical technique for service innovation. California Management Review, 50(3), 66-94. https://doi.org/10.2307/41166446
Collier, D. A., & Evans, J. R. (2017). OM (6th ed.). Cengage Learning.
Hauser, J. R., & Clausing, D. (1988). The house of quality. Harvard Business Review, 66(3), 63-73.
Shostack, G. L. (1984). Designing services that deliver. Harvard Business Review, 62(1), 133-139.
What the OPM 3010 Module 2 instructions ask for
The second written assignment covers technology issues and goods and service design. Expect to design or analyze a good or service using the course's tools: the customer benefit package, the steps of design, service blueprints, quality function deployment and the role of technology. Choose a real or realistic offering, define the customer's needs first, and show how each design choice answers a need. Use tables for the benefit package, blueprint and house of quality, and explain the reasoning behind each in prose. Ground the design in evidence of customer needs, such as a survey or complaints, and say how the new offering differs from what competitors provide.
Inside the OPM 3010 Module 2 example
The paper opens with a market opportunity grounded in a survey. A table defines the customer benefit package and the text explains why peripheral services matter most. A service blueprint table shows customer, onstage, backstage and support layers, and the text names three fail points with a design answer for each. A simplified house of quality ranks needs and features, and a section explains the technology choice. The conclusion ties the design to the needs it serves. Each fail point in the blueprint is matched with a specific design response, a locked cutoff, scanning at loading and lockbox codes, so the blueprint becomes a plan to prevent failure. The conclusion restates which elements win customers.
OPM 3010 Module 2 rubric: what earns full marks
This assignment is marked on correct use of design concepts and tools, a design grounded in customer needs, insight into service failure and technology, use of sources and clear writing. Papers that use the blueprint to find fail points and design responses show practical understanding. Distinguishing primary from peripheral elements, and explaining where the competitive edge lies, demonstrates strategic thinking. A house of quality that sets design priorities shows how the tools connect to decisions. Matching each fail point with a design response shows practical skill. Grounding the opportunity in survey evidence, and explaining what competitors lack, makes the design's purpose clear. Tables for each tool, followed by a sentence of reasoning, make the design easy to follow.
OPM 3010 Module 2 help from the desk
Points are lost for describing a product without defining customer needs, by drawing a blueprint without fail points or by listing tools without applying them. Others treat technology as an add-on rather than as part of the design. Start with what customers need. Define the benefit package. Use the blueprint to find where the service could fail. Explain how technology makes the design work. Find the fail points in your blueprint and design an answer for each. Explain how your service differs from competitors' offerings. Keep the house of quality small enough to read, five needs and five features at most. A free first sample on your own OPM-3010 design assignment is available on request.
Write yours, or have the desk draft it
This paper is an original model document written by our desk, not a submitted student paper and not an official Thomas Edison State University document. Read it for the moves, then write your own to the instructions in your classroom. If you want one built to your exact prompt and rubric, the first custom sample is free and arrives in 24 to 48 hours.
More OPM 3010 and B.S.B.A. in Operations Management sample papers
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- OPM 3010 Module 4: Written Assignment: Forecasting Bread Demand and Ordering Flour
- OPM 3010 Module 5: Written Assignment: Control Charts for Loaf Weight and a Two-Stage Schedule
- OPM 3010 Module 6: Final Project: Toyota's Commitment to Quality After the 2009 to 2010 Recalls
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- OPM 4150 Module 5: Final Project: A Logistics Strategy for a Restaurant Supply Distributor
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OPM 3010 Module 2 questions, answered
Where can I find a free OPM 3010 Module 2 sample paper?
A bakery's design of a daily delivery service for cafes, with a blueprint and house of quality, is the assignment above.
What is a customer benefit package?
A defined set of goods and services the customer recognizes and pays for, made up of a primary good or service and peripheral goods and services.
What is a service blueprint?
A map of a service's steps that separates what customers see from backstage activities and identifies fail points.
What is the line of visibility?
The boundary in a blueprint between activities the customer sees and those performed out of sight.
What is the house of quality?
A quality function deployment tool linking customer requirements to design or technical features.