Executive Summary Operations management is the process that helps organizations to create comparative advantages by leveraging the effectiveness of their operations. The process of restructuring at Whirlpool was meant to improve productivity, quality of products and improve the profitability of the firm. This involved automating most of the operations and outsourcing logistics services. The technologies that supported the restructuring process included, EDI, E-partner and demand planner. The benefits of the restructuring included better product visibility and lead time. Introduction Operations management is the process of “designing, redesigning and overseeing all the processes” (Barratt, Choli & Li 2010, vol. 29, pp. 329-342) associated with the production of goods and services within a firm. Its role is to promote efficiency by ensuring economical use of resources. It also focuses on promoting effectiveness in regard to business operations. This enables firms to meet the needs or expectations of the customers. This means that effective operations management can help a company to create competitive advantages. This paper focuses on the operations management at Whirlpool. The company’s initiatives to achieve effective operations management will be illuminated. Operations at Whirlpool Inventory Management This refers to the process of “specifying the size and placement of stocked goods” (Barratt, Choli & Li 2010, vol. 29, pp. 329-342). In the early 1990s, Whirlpool used a demand forecasting package that focused on equal distribution of inventory in all storage units. Due to the inefficiency of this system, the firm adopted a new package in late 1990s that focused on correcting the errors associated with predicting demand. This was meant to help the firm determine the expected level of demand in order to hold the optimal level of stock. The rationale behind adopting a reliable demand forecaster is that it helps in capacity planning and cost reduction. For example, after adopting the new system, Whirlpool’s warehouse in Argentina reduced its stock level below 30 days (ICMR Center for Management Research 2004, p. 6). This means that it was able to save on costs associated with the storage of excess goods. Purchasing Process This relates to the easy of accessing and buying the goods of a firm. In 2002, Whirlpool introduced an online shopping system through various websites. The system called e-partner enabled the firm’s customers to purchase its products without visiting the stores (ICMR Center for Management Research 2004, p. 6). Besides, the website was used to conduct research on customers’ views about the products. The firm also introduced a special website for its trade partners in order to synchronize its sales activities with other firms in the supply chain. Consequently, its retailers from different parts of the world were able to order goods directly from its warehouses. The online shopping system helped the company to create competitive advantages since it enhances positive customer experiences. This is because customers can get instant access to product information on the sales website (Schmetz, Bizzari & Howdyshell 2001, vol. 10, pp. 2-10). This enables them to save their valuable time. According to the queuing theory, online purchase systems not only reduce the time spent to complete a purchase but also improve the relationships between buyer