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The formalisation of manufacturing strategy and its influence on the relationship between competitive objectives, improvement goals, and action plans

The formalisation of manufacturing strategy and its influence on the relationship between... This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

The formalisation of manufacturing strategy and its influence on the relationship between competitive objectives, improvement goals, and action plans

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References (49)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0144-3577
DOI
10.1108/01443570310496599
Publisher site
See Article on Publisher Site

Abstract

This paper intends to contribute to a better understanding of manufacturing strategy content by describing and analysing the content and formalisation of manufacturing strategies, and by exploring the relationships between the formalisation of manufacturing strategy, business/competitive objectives, improvement goals, and action plans. The study is based on the data from the third International Manufacturing Strategy Survey, which was conducted in more than 20 countries. The analysis shows that in companies with a formal strategy competitive priorities, improvement goals and action programs are significantly better aligned in companies without such a strategy. This finding is encouraging for operations management scholars, as it suggests that after 30‐odd years Skinner's missing link has been re‐discovered, and it supports OM practitioners in their ongoing battle to safeguard the position of manufacturing in the corporate debate.

Journal

International Journal of Operations & Production Management – Emerald Publishing

Published: Oct 1, 2003

Keywords: Surveys; Manufacturing systems; Competitive strategy; Performance measures

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