Strategic positioning: an integrated decision process for manufacturers

Tim Baines, Gwyn Kay, Sola Adesola, Martin Higson

Research output: Contribution to journalArticle

Abstract

Purpose – This paper describes research that has sought to create a formal and rational process that guides manufacturers through the strategic positioning decision.
Design/methodology/approach – The methodology is based on a series of case studies to develop and test the decision process.
Findings – A decision process that leads the practitioner through an analytical process to decide which manufacturing activities they should carryout themselves.
Practical implications – Strategic positioning is concerned with choosing those production related activities that an organisations should carry out internally, and those that should be external and under the ownership and control of suppliers, partners, distributors and customers.
Originality/value – This concept extends traditional decision paradigms, such as those associated with “make versus buy” and “outsourcing”, by looking at the interactions between manufacturing operations and the wider supply chain networks associated with the organisation.
Original languageEnglish
Pages (from-to)180-201
Number of pages22
JournalInternational Journal of Operations and Production Management
Volume25
Issue number2
DOIs
Publication statusPublished - 2005

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Outsourcing
Supply chains
Decision process
Integrated
Manufacturing
Strategic positioning
Distributor
Methodology
Supply chain network
Paradigm
Design methodology
Ownership and control
Suppliers
Interaction

Bibliographical note

This article is © Emerald Group Publishing and permission has been granted for this version to appear here http://www.emeraldinsight.com/journals.htm?articleid=1463373. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.

Cite this

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Strategic positioning : an integrated decision process for manufacturers. / Baines, Tim; Kay, Gwyn; Adesola, Sola; Higson, Martin.

In: International Journal of Operations and Production Management, Vol. 25, No. 2, 2005, p. 180-201.

Research output: Contribution to journalArticle

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T2 - an integrated decision process for manufacturers

AU - Baines, Tim

AU - Kay, Gwyn

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AU - Higson, Martin

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AB - Purpose – This paper describes research that has sought to create a formal and rational process that guides manufacturers through the strategic positioning decision. Design/methodology/approach – The methodology is based on a series of case studies to develop and test the decision process. Findings – A decision process that leads the practitioner through an analytical process to decide which manufacturing activities they should carryout themselves. Practical implications – Strategic positioning is concerned with choosing those production related activities that an organisations should carry out internally, and those that should be external and under the ownership and control of suppliers, partners, distributors and customers. Originality/value – This concept extends traditional decision paradigms, such as those associated with “make versus buy” and “outsourcing”, by looking at the interactions between manufacturing operations and the wider supply chain networks associated with the organisation.

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