Linking Competitive Strategy and Manufacturing Process Technology

Schroeder, Dean M.; Congden, Steven W.; Gopinath, C.

doi:10.1111/j.1467-6486.1995.tb00339.x

Cited by 56 publications

(43 citation statements)

References 34 publications

(16 reference statements)

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“…Market requirements are proven as key factors influencing the process selection decisions (Hayes andWheelwright, 1979, 1984) for different products and services. The relationship between the product/service aspects and the process selection decisions depends mainly on the congruence between the market characteristics and the specification of the operational strategy (Bozarth and Berry, 1997;Schroeder et al, 1995;Sheu, 1994;Kim and Lee, 1993).…”

Section: Operational Strategymentioning

confidence: 99%

Rationalization

Nof¹,

Ceroni²,

Jeong³

et al. 2015

Revolutionizing Collaboration Through E-Work, E-Business, and E-Service

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Abstract. Similar to any investment decision, implementation of e-Work solutions requires a comprehensive rationalization from various perspectives, especially economy, productivity and sustainability. Considering e-Work, in general terms, as a sort of technology encapsulation (Nof, 2003 and2007a), this chapter focuses on the prioritization of e-Work implementation plans. Realization of e-Work solutions depends highly on the demonstration of its inherent benefits to individual, networked e-Systems, and the users. The strategic requirements of an e-System are considered as a starting point to identify proper e-Work processes and solutions. As discussed earlier in this book, in line with the emergence of e-Systems, various e-Criteria are continuously evolving, which must be incorporated in the rationalization process as key performance indicators (e.g., reconfigurability and reusability of software and processes). Therefore, a robust framework is indeed required to support rationalization of e-Work implementation projects based on multiple (and somehow conflicting) e-Criteria.In this chapter, basic operational strategies and traditional economic rationalization procedures are first reviewed. It is shown that traditional procedures cannot sufficiently address some emerging aspects of e-Work and disregard strategic benefits of technology. Several scenarios for production of goods and services are then analyzed in the form of value chains, corporative level strategy, business units strategies, and functional strategic planning to determine the operational strategies. Process specification is performed through Value Stream Maps (VSM) for each enterprise to achieve a cross-company operational specification. e-Work alternatives can then be evaluated through defining and prioritizing the implementation plans. Technology evaluation models are introduced for evaluating of the results. Such models conform the implementation plans for different e-Work alternatives. The goal is to maximize the benefits of enterprises and enhance the specification of eWork processes and technologies through prioritizing the enterprise plans for research and development. Finally, a comprehensive Multi-Criteria DecisionMaking (MCDM) framework, based on Analytic Hierarchy Process (AHP) and Data Envelopment Analysis (DEA), is introduced for evaluation of e-Work alternatives based on multiple e-Criteria.

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Section: Operational Strategymentioning

confidence: 99%

Rationalization

Nof¹,

Ceroni²,

Jeong³

et al. 2015

Revolutionizing Collaboration Through E-Work, E-Business, and E-Service

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“…Several studies have examined the strategic group theory in the context of manufacturing strategy using Porter's generic business strategies of cost leadership versus differentiation (Schroeder, 1990;Schroeder et al, 1995) or business scope commitments and resource commitments (Sweeney and Szwejczewski, 1996). Schroeder (1990) found no clear link between Porter's generic strategies and technology but did observe an evolving relationship between the two as new technology emerges, rather than the traditional 'trade-off ' models (i.e., those that assume manufacturers must choose between fl exibility to produce a wide variety of products and cost-effi cient mass production).…”

Section: Strategic Groups and Firm Performancementioning

confidence: 99%

The demise of strategic groups as an influence on firm performance: lessons from the UK plastics industry

O’Regan

Kluth²,

Parnell

2011

Strategic Change

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“…The selection of new process technologies (Honeycutt et al 1993;Schroeder et al 1995;Wathen 1995;Gagnon 1999;Beach et al 2000). It has been noted that a key element of accruing capabilities in flexibility comes from the utilisation of process technology where, again, the role of manufacturing/operations strategy can be pivotal (Kathuria and Partovi 2000).…”

Section: Operations Strategymentioning

confidence: 99%

The impact of inclusive and fragmented operations strategy processes on operational performance

Brown

Squire

Lewis

2009

International Journal of Production Research

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The links between strategy and performance remains an elusive "holy grail" for researchers and practitioners alike. We do not seek to provide a prescriptive panacea in this paper but we find links between particular types of strategic formulation and operations performance in a range of key parameters. Our research focuses on the PC industry where there are high demands placed on the capabilities of the operations function. We suggest that such capabilities do not happen by accident but are developed by specific strategies whereby inhouse operations and business mainstream strategies, including supply, become closely linked in both planning and implementation.

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Linking Competitive Strategy and Manufacturing Process Technology

Cited by 56 publications

References 34 publications

Rationalization

Rationalization

The demise of strategic groups as an influence on firm performance: lessons from the UK plastics industry

The impact of inclusive and fragmented operations strategy processes on operational performance

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