Introduction This report is about strategic quality management and outlines how companies, such as Renault Corporation, could respond to their internal and external operational environments to successfully improve their quality management processes. It is based on the concept of Total Quality Management (TQM) which means the involvement of organisational stakeholders in continuous improvement to enhance the standards of producing goods and services (Nanda 2016). The purpose of this report is to demonstrate how Renault could adopt strategic quality management as a key tenet of its corporate strategy. However, before delving into these details, it is important to understand the company profile of the French-based automaker. Company Profile Renault is a French-based automobile company established in the late 1800s (ESSEC Business School 2015). The company produces different types of vehicles for commercial and individual use. Cars and vans are the main types of automobiles produced by the company. However, throughout its history, it has manufactured autorail vehicles, trucks, trucks, tanks and even buses (ESSEC Business School 2015). According to estimates by Peng (2013), Renault is among the ten biggest automobile companies in the world. For a long time, the company has suffered declining revenues and reduced market share because of increased competition in the automobile industry (ESSEC Business School 2015). This poor performance made it seek a partnership with Nissan Motors of Japan to improve its profitability and save it from bankruptcy (Loska 2013). In other words, the company could not stand on its own because of increased competition from dominant automobile companies, such as BMW and Mercedes, in its core European market. The same situation was evident in the global automobile market because of stiff competition from giant global car automakers, such as Toyota, Honda, and Mazda (Peng 2013). These dynamics have forced the company to rethink its business strategy. Consequently, there has been a new strategic focus on quality management, at the expense of cost advantages. Currently, the company is still struggling to develop a workable strategy to execute this corporate strategic change. This report provides suggestions to help the company implement this quality change in the organisation. Role of Operations Management in an Organisation Importance of Effective Operations Management in Achieving Organisational Objectives According to Ansoff (2016), operations management refers to the processes of designing and controlling an organisation’s business processes to improve its productivity. Different organisations have unique operations management processes, depending on their goals and objectives. Hill, Schilling and Jones (2016) refer to these goals as strategic management objectives, which simply mean the highest goals of an organisation. The strategic management objectives of Renault Corporation are to:   * Increase its market share.   * Increase its profitability.   * Improve its brand image.   * Get ISO 9001: 2015 certification. The importance of effective organisational management in achieving the above-mentioned objectives includes:   * Cos