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Developing a Manufacturing Strategy — Principles and Concepts

  • Terry Hill
Chapter

Abstract

Companies invest in a wide range of functions and capabilities in order to make and sell products at a profit. Consequently the degree to which a company’s functions are aligned to the needs of its markets will significantly affect its overall revenue growth and profit. The appropriate investment in processes and infrastructure in manufacturing is fundamental to this success. The reality is that a lack of fit between these key investments and a company’s markets will lead to a business being well wide of the mark. If a firm could change its manufacturing investments without incurring such penalties as long delays and large reinvestments, then the strategic decisions within manufacturing would be of little concern or consequence. However, nothing could be further from the truth. Many executives are still unaware

that what appear to be routine manufacturing decisions frequently come to limit the corporation’s strategic options, binding it with facilities, equipment, personnel, basic controls and policies to a non-competitive posture, which may take years to turn round.1

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Further Reading

  1. Buffa, E. S. Meeting the Competitive Challenge: Manufacturing Strategy for US Companies. Homewood, IL: Richard D. Irwin, 1984.Google Scholar
  2. Gunn, T. G. Manufacturing for Competitive Advantage. Cambridge, MA: Ballinger, 1987.Google Scholar
  3. Mather, H. Competitive Manufacturing. Englewood Cliffs, NJ: Prentice Hall International, 1988.Google Scholar
  4. Samson, D. Manufacturing and Operations Strategy. Sydney: Prentice Hall, 1991.Google Scholar
  5. Skinner, W. Manufacturing in Corporate Strategy. New York: John Wiley, 1978.Google Scholar
  6. Slack, N. The Manufacturing Advantage. London: Mercury Books, 1991.Google Scholar
  7. Voss, C. A. (ed.) Manufacturing Strategy. London: Chapman & Hall, 1992.Google Scholar

Copyright information

© Terry Hill 2000

Authors and Affiliations

  • Terry Hill

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