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Manufacturing Strategy Plans and Business Performance

Manufacturing Strategy Plans and Business Performance Based on an empirical study of 184 Swedish manufacturers. Providesan operationalization of manufacturing strategy. Bases the definition ofa manufacturing strategy on the competitive means which the businessunits emphasize to compete on the market, and the nature ofmanufacturing objectives. Formulates and tests hypotheses within areasof manufacturing strategy that have been identified as missing themes inthe literature. Shows that companies that have a manufacturing strategyare significantly more profitable than those without one. They are alsosignificantly better in competing with dependable deliveries. Arguesthat companies with a manufacturing strategy, regardless of thedirection of the strategy, have identified quality programmes and otherpreventive actions as being fundamental issues in manufacturing. Thusgives support to the research that suggests that competitive prioritiesshould be sequentially applied in manufacturing. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Operations & Production Management Emerald Publishing

Manufacturing Strategy Plans and Business Performance

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References (22)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0144-3577
DOI
10.1108/01443579210008097
Publisher site
See Article on Publisher Site

Abstract

Based on an empirical study of 184 Swedish manufacturers. Providesan operationalization of manufacturing strategy. Bases the definition ofa manufacturing strategy on the competitive means which the businessunits emphasize to compete on the market, and the nature ofmanufacturing objectives. Formulates and tests hypotheses within areasof manufacturing strategy that have been identified as missing themes inthe literature. Shows that companies that have a manufacturing strategyare significantly more profitable than those without one. They are alsosignificantly better in competing with dependable deliveries. Arguesthat companies with a manufacturing strategy, regardless of thedirection of the strategy, have identified quality programmes and otherpreventive actions as being fundamental issues in manufacturing. Thusgives support to the research that suggests that competitive prioritiesshould be sequentially applied in manufacturing.

Journal

International Journal of Operations & Production ManagementEmerald Publishing

Published: Mar 1, 1992

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