Strategic positioning: an integrated decision process for manufacturers

Tim Baines, Gwyn Kay, Sola Adesola, Martin Higson

Research output: Contribution to journalArticlepeer-review


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
Issue number2
Publication statusPublished - 2005

Bibliographical note

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