Relevant bibliographies by topics / Manufacturing strategy

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Manufacturing strategy'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 September 2023

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Journal articles on the topic "Manufacturing strategy"

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Ward, Peter T., and Rebecca Duray. "Manufacturing strategy in context: environment, competitive strategy and manufacturing strategy." Journal of Operations Management 18, no. 2 (January 7, 2000): 123–38. http://dx.doi.org/10.1016/s0272-6963(99)00021-2.

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Dangayach, G. S., and S. G. Deshmukh. "Manufacturing strategy." International Journal of Operations & Production Management 21, no. 7 (July 2001): 884–932. http://dx.doi.org/10.1108/01443570110393414.

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Kim, Jay S., and Peter Arnold. "Operationalizing manufacturing strategy." International Journal of Operations & Production Management 16, no. 12 (December 1996): 45–73. http://dx.doi.org/10.1108/01443579610151751.

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Hill, T. J. "Teaching Manufacturing Strategy." International Journal of Operations & Production Management 6, no. 3 (March 1986): 10–20. http://dx.doi.org/10.1108/eb054762.

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Sackett, Peter J., Douglas J. Maxwell, and Paul L. Lowenthal. "Customizing manufacturing strategy." Integrated Manufacturing Systems 8, no. 6 (December 1997): 359–64. http://dx.doi.org/10.1108/09576069710188779.

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Bennigson, Lawrence A. "CHANGING MANUFACTURING STRATEGY." Production and Operations Management 5, no. 1 (January 5, 2009): 91–102. http://dx.doi.org/10.1111/j.1937-5956.1996.tb00387.x.

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Voss, Christopher A. "Implementing Manufacturing Technology: A Manufacturing Strategy Approach." International Journal of Operations & Production Management 6, no. 4 (April 1986): 17–26. http://dx.doi.org/10.1108/eb054769.

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Dangayach, G. S., and S. G. Deshmukh. "Manufacturing strategy: Experiences from Indian manufacturing companies." Production Planning & Control 12, no. 8 (January 2001): 775–86. http://dx.doi.org/10.1080/09537280110046608.

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Hax, Arnoldo C. "Preface: Manufacturing Strategy Papers." Interfaces 15, no. 6 (December 1985): 1–2. http://dx.doi.org/10.1287/inte.15.6.1.

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Sweeney, Michael T., and Marek Szwejczewski. "Manufacturing strategy and performance." International Journal of Operations & Production Management 16, no. 5 (May 1996): 25–40. http://dx.doi.org/10.1108/01443579610113924.

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Dissertations / Theses on the topic "Manufacturing strategy"

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CAMPEAU, SIMON. "Istanbul Apparel Manufacturing Strategy." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-18150.

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Purpose: Finding which resources and capabilities are deployed among Istanbul-based apparel manufacturers, evaluating to what extent they are tangible, intangible as well as capabilities as well as lastly analysing them according to the valuable, rare, inimitable and non-substitutable framework. Design/methodology: The research design consists of a case study held at several firms. Empirical data was collected using semi-structured interviews. Empirical data: Empirical data was primarily collected at nine different apparel manufacturers within the greater Istanbul region. Conclusion: Conclusions show that within the bundles of resources and capabilities, a large variation was noted with high international competitiveness. However there are areas such as design and quality which could be continuously developed among firms. In the end, whatever bundle of resources and capabilities a firm has, it’s the end price that speaks.
Program: Textilekonomutbildningen
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Bakhtiar, Abbas. "Business strategy, manufacturing strategy and environmental dynamism : the case of small manufacturing firms." Thesis, University of Strathclyde, 1997. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21252.

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The impetus for the current study was to provide a better understanding of the small manufacturing firms operating under varying environmental conditions (dynamism). This study investigated the influence of dynamism on important strategy variables such as strategy, structure, production technologies employed, and performance. The results indicated that small manufacturing firms, depending on the environmental dynamism, tend to a adopt one of two adaptation approaches: product oriented, and operations oriented. It was shown that small manufacturing firms operating in unstable environments tend to have an organic organisational structure, follow differentiation strategies, and employ non-routine production technologies (product oriented approach), while small manufacturing firms operating in stable environments tend to adopt a mechanistic structure, along with price/cost leadership strategy, and employ routine manufacturing technologies. These findings advances the previous work don e by Miles and Snow, by clarifying that where they (Miles and Snow) have identified four generic adaptation types for all firms, it can be reduced to two for small manufacturing firms. This study also investigated a much discussed issue of planned versus emergent approaches to strategy formulation processes. The findings rejects both Ansoff's claims that firms tend to adopt a planning approach in unstable environments, and Mintzberg's argument that small firms regardless of the environmental conditions adopted an emergent approach to strategy formulation. The findings showed that small manufacturing firms operating in stable environment tend to adopt a planning approach, while small manufacturing firms operating in unstable environment adopted an emergent approach to strategy formulation. Another important area under investigation was the importance of manufacturing strategy for small manufacturing firms. The results showed that firms in stable environment tended to place a higher emphasis on production departments than their counterparts in unstable environments. However, this importance did not translate into a clear manufacturing strategy; rather it reduced the manufacturing strategy to a single important decision of choosing the right type of production technologies employed. Finally the current study investigated the relationship between environmental dynamism, strategy, and performance. The empirical findings indicate that dynamism interacts with strategy to determine performance.
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Moreno, Laura. "Business strategy, marketing strategy and manufacturing strategy: an overall alignment." Thesis, Linköping University, Department of Management and Engineering, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11213.

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Today’s businesses face a competitive war; conceptually, similar to the ones in ancient times. The arena in which this war is battled is the market and it is characterized by being highly dynamic and uncertain. The enemies to be beaten are the competitors who use their core competences (weapons) to conquer the customers’ orders. But no battle is won by chance, neither in business. So, there is a need for a strategy that provides the chance to defeat the enemy by gaining a sustainable competitive advantage over him. The question is: how to do it?

The functional investments, mainly in marketing and manufacturing, need to be aligned with the mainstream strategy (business strategy) so they pull all together in the same direction. The existing literature links these strategies in pairs but not at the same time.

In this study, an analysis of such alignment approaches will be the base to create a model for the simultaneous fit of business strategy, marketing strategy and manufacturing strategy, and to provide some suggestions on how to achieve this match in practice.

Product design strategy will play a key role in order to attain the overall alignment.

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Sakor, Madj. "An examination of strategic alignment between manufacturing strategy and business strategy in Syria." Thesis, University of Exeter, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.489245.

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Although much of the manufacturing strategy and business strategy literature emphasizes the importance of alignment, little empirical research has addressed strategic alignment between manufacturing strategy and business strategy. Managers' awareness of concepts discussed in the literature raises the profile of manufacturing within the organization, and highlights its role and importance in achieving corporate objectives. Scholars exploring manufacturing strategy stress the importance for strategy of horizontal integration of manufacturing with other functional strategies, and vertical integration to achieve business and corporate-level strategies.
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Spring, Martin. "Manufacturing strategy, product customisation and the marketing/manufacturing interface." Thesis, University of Stirling, 1996. http://hdl.handle.net/1893/3183.

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The manufacturing strategy literature is reviewed and it is found to centre on content and process models. However, a number of other issues are present in the literature whose relationship to the central process and content models is less clear. These include the trade-off, focus, flexibility, and generic manufacturing strategies. It is noted that the manufacturing strategy literature does not fully address product customisation. The literature relating to the interface between marketing and manufacturing is found to concentrate either on the identification of conflict areas, or on strategic reconciliation between the functions. Writers in this field do give greater emphasis to product customisation. A case-study method is adopted for the research and the design involves four firms in varying industries. The firms manufacture fork-lift trucks, microswitches, telephone switching systems and diaries, respectively. The case-studies comprise quantitative and qualitative data, and each case chapter includes case-specific analysis. The analysis of all the cases finds that customisation has a very important effect on manufacturing performance. The firms have inconsistencies within their manufacturing strategies, but these are found to rest not only on the firms' manufacturing products with different volume requirements in the same plant, but also on the fact of some of the products being custom-designed. The interface between marketing and manufacturing is found to be more complex and variable than the literature would suggest. The role that customised products play in relationships with customers also varies, although this is inconsistently recognised by the firms.Based on the case-data, a model of product customisation is proposed. This incorporates customisation, flexibility, product architecture, the manufacturing strategy trade-off and the competitive criteria.
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Hallgren, Mattias. "Manufacturing Strategy, Capabilities and Performance." Doctoral thesis, Linköping : Department of Management and Engineering, Linköping University, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-8962.

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Sharma, Deven. "Manufacturing strategy : an empirical analysis." Connect to resource, 1987. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1262881437.

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Ates, Aylin. "Strategy process in manufacturing SMEs." Thesis, University of Strathclyde, 2008. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=11809.

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Al-Shuaibi, Khaled M. "Manufacturing strategy : an analysis of the Saudi manufacturing private sector." Thesis, University of Glasgow, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.263541.

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Iyengar, Gopal S. "Procurement and strategy in manufacturing firms." Thesis, University of St Andrews, 1994. http://hdl.handle.net/10023/2972.

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The strategic role of the Procurement function in manufacturing firms has received increased attention in the literature over the past two decades. Before the 1970s, the supply environment was seen to be stable for most firms, with no particular strategic opportunities or threats. Procurement was treated as an administrative or service function. The oil crisis in the early 1970s changed the situation, bringing in its wake acute inflation and material shortages. The 1980s saw a revolution in manufacturing with the advent of JIT, increased automation and global operations. Theoretical researchers saw the potential for a proactive and strategic role for the Procurement function. This was, however, not reflected in empirical research, which failed to find consistent evidence of firms considering Procurement as strategic. This thesis addresses the gap between precept and practice evident in the literature. A major criticism of the empirical literature is the treatment of the strategic (value) activities on the supply side and the activities of the Procurement department as synonymous. This thesis questioned that view and made a distinction between the two activities. A theoredcal framework was built up from the literature to identify the contexts in which Supply considerations would be strategic. Propositions were generated which allowed for strategic Supply activities both through the Procurement department as well as outside it. The empirical work looked at 25 UK manufacturing firms through the case study approach. The cases were scrutinised for evidence of strategic activities on the supply side, as well as the strategic importance of the Procurement department. The results confirmed that (1) Supply considerations were strategic for a majority of firms. (2) Strategic consideration of Supply depended on a number of contingent variables.(3) Strategic Supply activities were not necessarily reflected in the strategic importance given to the Procurement department.
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Books on the topic "Manufacturing strategy"

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Hill, Terry. Manufacturing Strategy. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22664-1.

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Hill, Terry. Manufacturing Strategy. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-1-349-14018-3.

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Hill, Terry. Manufacturing Strategy. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13724-4.

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Ettlie, John E., Michael C. Burstein, and Avi Fiegenbaum, eds. Manufacturing Strategy. Dordrecht: Springer Netherlands, 1990. http://dx.doi.org/10.1007/978-94-009-2189-4.

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Hill, Terry. Manufacturing strategy: The strategic management of the manufacturing function. 2nd ed. Basingstoke: Macmillan, 1993.

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Hill, Alex, and Terry Hill. Manufacturing Operations Strategy. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-07690-8.

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Manufacturing and operations strategy. New York: Prentice-Hall, 1991.

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Samson, Danny. Manufacturing and operations strategy. New York: Prentice Hall, 1991.

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Lubben, Richard T. Just-in-time manufacturing: An aggressive manufacturing strategy. New York: McGraw-Hill, 1988.

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Council, Trades Union Congress General. Manufacturing: A strategy for growth. London: TUC, 2002.

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Book chapters on the topic "Manufacturing strategy"

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Swamidass, Paul M., and Neil R. Darlow. "Manufacturing Strategy." In Innovations in Competitive Manufacturing, 17–24. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/978-1-4615-1705-4_2.

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Cohen, Morris A., and Hau L. Lee. "Manufacturing Strategy." In The Management of Productivity and Technology in Manufacturing, 153–88. Boston, MA: Springer US, 1985. http://dx.doi.org/10.1007/978-1-4613-2507-9_6.

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Cagliano, Raffaella, and Federico Caniato. "Manufacturing Strategy." In The Routledge Companion to Production and Operations Management, 169–93. New York : Routledge, 2017.: Routledge, 2017. http://dx.doi.org/10.4324/9781315687803-9.

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Baudin, Michel, and Torbjørn Netland. "Manufacturing Strategy." In Introduction to Manufacturing, 43–69. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781351110310-3.

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Hill, Terry. "Focused Manufacturing." In Manufacturing Strategy, 156–83. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22664-1_5.

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Hill, Terry. "Manufacturing Infrastructure Development." In Manufacturing Strategy, 212–65. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22664-1_7.

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Hill, Terry. "Manufacturing infrastructure development." In Manufacturing Strategy, 244–87. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13724-4_10.

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Hill, Terry. "Manufacturing Infrastructure Development." In Manufacturing Strategy, 235–71. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-1-349-14018-3_10.

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Hill, Terry. "Focused Manufacturing — Methodology." In Manufacturing Strategy, 178–89. London: Macmillan Education UK, 2000. http://dx.doi.org/10.1007/978-1-349-14018-3_8.

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Hill, Terry. "International Comparisons." In Manufacturing Strategy, 1–24. London: Macmillan Education UK, 1993. http://dx.doi.org/10.1007/978-1-349-22664-1_1.

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Conference papers on the topic "Manufacturing strategy"

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Chien, Chien-Fu, and Jei-Zheng Wu. "Structuring Manufacturing Strategy." In 2007 IEEE International Conference on Automation Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/coase.2007.4341839.

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Mills, J. F. "Manufacturing strategies: by accident or design?" In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960525.

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Bissett, K. "From vision to action: managing your people through change." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960526.

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Mitchell, L. "Development of manufacturing strategy for the small-medium enterprise (SME)." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960527.

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Probert, D. R. "Make or buy: understanding the impact of technology choices." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960528.

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MacAulay, B. "Technology and the changing value chain, or “Who does what tomorrow?”." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960529.

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Lunt, M. "A standardised approach in a multi-national automotive and aerospace tier one supplier." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960530.

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null. ""People power": some experiences of change in a manufacturing business and the role of the manager." In IEE Colloquium on Manufacturing Strategy. IEE, 1996. http://dx.doi.org/10.1049/ic:19960531.

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Anwar and A. Ratna Sari Dewi. "Manufacturing Strategy in Gerabah Business." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.57.

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Lee, Seoung Jong, and Hee Jun Cho. "South Korean Smart Manufacturing Strategy." In 2022 IEEE/ACIS 7th International Conference on Big Data, Cloud Computing, and Data Science (BCD). IEEE, 2022. http://dx.doi.org/10.1109/bcd54882.2022.9900787.

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Reports on the topic "Manufacturing strategy"

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Nagel, Roger N. 21ST Century Manufacturing Enterprise Strategy Report. Fort Belvoir, VA: Defense Technical Information Center, January 1992. http://dx.doi.org/10.21236/ada257032.

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Moylan, Shawn P. The Strategy for American Leadership in High-Consequence Additive Manufacturing. Gaithersburg, MD: National Institute of Standards and Technology, 2022. http://dx.doi.org/10.6028/nist.ams.600-10.

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DEFENSE SCIENCE BOARD WASHINGTON DC. Report of the Defense Science Board Summer Study Task Force on Defense Manufacturing Enterprise Strategy. Fort Belvoir, VA: Defense Technical Information Center, September 1993. http://dx.doi.org/10.21236/ada275233.

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Sitney, Karen, Beatrix Metzner, Jurgen Mullberg, Linda Lemieux, Marie Murphy, Marlin Frechette, Kavita Ramalingham, et al. Reference for COVID-19 viral control strategy in the biological manufacturing industry – industry position on the FDA guidance. BioPhorum, September 2020. http://dx.doi.org/10.46220/2020reg001.

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Goreczky, Péter. Decoupling or diversification? Dilemmas of India, Japan, and Australia in shaping economic relations with China. Külügyi és Külgazdasági Intézet, 2021. http://dx.doi.org/10.47683/kkielemzesek.e-2021.29.

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US allies in the Indo-Pacific region, India, Japan and Australia are all making considerable efforts to reduce economic dependence on China. In the case of India, border clashes boost the political motivations of the trend, while in the economic sense the country’s trade deficit, the import of the pharmaceutical and automotive industries, and the determinative role of Chinese capital in the tech sector result in a unique dependency. As for Japanese companies, China remains a key manufacturing base and market, and therefore Tokyo is interested in the diversification of supply chains and manufacturing locations instead of downsizing the relationship completely. Regarding Australia, the overwhelming weight of China in the country’s export is considered a major exposure; however, in the case of iron ore, which is a key item in bilateral trade, the dependency also exists on China’s side. Although for all three countries it is a reasonable goal to enhance the resilience of supply chains and diversify economic relations, the “China plus one” strategy seems to be more beneficial for the future than cutting off economic relations with China across the board.
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Boyens, Jon M. Cybersecurity Supply Chain Risk Management for Systems and Organizations. Gaithersburg, MD: National Institute of Standards and Technology, 2022. http://dx.doi.org/10.6028/nist.sp.800-161r1.

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Organizations are concerned about the risks associated with products and services that may contain potentially malicious functionality, are counterfeit, or are vulnerable due to poor manufacturing and development practices within the supply chain. These risks are associated with an enterprise’s decreased visibility into, and understanding of, how the technology they acquire is developed, integrated, and deployed, or the processes, procedures, standards, and practices used to ensure the security, resilience, reliability, safety, integrity, and quality of the products and services. This publication provides guidance to organizations on identifying, assessing, and mitigating cybersecurity risks throughout the supply chain at all levels of their organizations. The publication integrates cybersecurity supply chain risk management (C-SCRM) into risk management activities by applying a multilevel, C-SCRM-specific approach, including guidance on development of C-SCRM strategy implementation plans, C-SCRM policies, C-SCRM plans, and risk assessments for products and services
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Fox, Mark S., and Katia P. Sycara. Knowledge-Based Logistics Planning and Its Application in Manufacturing and Strategic Planning. Fort Belvoir, VA: Defense Technical Information Center, January 1990. http://dx.doi.org/10.21236/ada219928.

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Campbell, Bryan, and Michel Magnan. Towards the new bioeconomy: Bio-manufacturing as a strategic economic development initiative for Quebec. CIRANO, September 2022. http://dx.doi.org/10.54932/aktj9050.

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Globally, the bioeconomy can be defined as the domain of the economy based on products, services and processes derived from biological resources. In this regard, synthetic biology refers to the characteristics of a field derived from biology that has developed over the past thirty years thanks to advances in applied genetics and bioengineering. Some predict that the future economy will primarily be a bioeconomy based on these emerging techniques, which are consistent with the decarbonization of our economy. We first describe the international reality of the "Bio Revolution" and then aim to assess Quebec's position. Next, we present some government policies following a top-down approach from different jurisdictions. A case study of a Montreal-based company allows us to highlight the problems it faced in attracting the financial capital needed for its growth. Another critical issue in the field is the scalability of production processes. We explore this issue further in agritech, a high potential sector but whose realization faces several socio-economic challenges. This analysis serves as a backdrop to our recommendations to develop a roadmap for government support for synthetic biology.
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Quak, Evert-jan. Lessons Learned from Market Shaping Interventions to Stimulate Vaccine Production in LMIC. Institute of Development Studies (IDS), December 2021. http://dx.doi.org/10.19088/k4d.2022.009.

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This rapid review synthesises the literature from academic, policy, and knowledge institution sources on the lessons learned on how market shaping tools can be used to stimulate vaccine production in low- and middle-income countries (LMICs) with a focus on Africa. The purpose is to learn from these interventions in the context of shaping the vaccine markets in Africa to become less dependent on imports and to stimulate local production of vaccines. The rapid review concludes that it is the combination of market shaping tools (supply and demand sides) with efforts to mobilise resources and a clear industrial policy and strategy with long-term political commitment that is needed to develop fully integrated vaccine facilities in LMICs at the national and regional levels. These facilities or “vaccine manufacturing networks” in LMICs, particularly in Africa, need to sell below their production cost for many years after entering the market. This is because they compete within well-established global vaccine markets to which the low-income countries have access through pooled procurement mechanisms. This means that governments in low-income countries have arguably good access to affordable but imported vaccines while needing heavy investment and subsidies to develop competitive vaccine manufacturers. The literature on market-shaping is mainly conceptual without mentioning much empirical evidence. It has a bias on firms and presumes firm strategies to shape markets for their own benefit. The literature often underestimates the role that governments play in shaping markets. As such, this rapid review relies on other sources to investigate the interventions by governments to shape markets and how donors could support these governments in their efforts.
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Oduncu, Arif. Country Diagnostic Study – The Kyrgyz Republic. Islamic Development Bank Institute, December 2021. http://dx.doi.org/10.55780/rp21001.

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The Country Diagnostic Study (CDS) for the Kyrgyz Republic uses the Hausmann-Rodrik-Velasco growth diagnostics model to identify the binding constraints being faced in its quest for higher and more sustained economic growth and make recommendations to relax these constraints. Hence, the findings of the CDS can help the Islamic Development Bank in identifying areas where it can have a greater impact and provide an evidence-basis to support the development of the Member Country Partnership Strategy (MCPS). During the last two decades, the Kyrgyz Republic has recorded low performance in economic development. The country recorded only 3.0 percent of average annual Purchasing Power Parity (PPP)-adjusted Gross Domestic Product (GDP) per capita growth from 2000 to 2019. The Kyrgyz Republic is facing several economic and social problems that are challenging its economic development model. This CDS report shows that the most binding constraints to inclusive and sustainable growth include i) low human capital, ii) poor infrastructure, iii) government and market failures, and iv) high cost of capital. The Kyrgyz development model’s performance is a subject of concern not only for the government and other local stakeholders but also for the technical and financial partners of the Kyrgyz Republic, including the Islamic Development Bank. The MCPS aims to contribute to the global efforts made by the Kyrgyz Republic to meet its economic and social needs through leveraging opportunities offered by the new business model of the Bank. Given the Kyrgyz Republic’s positives, the Bank can consider financing transport, energy and ICT infrastructure projects and supporting manufacturing and agricultural sectors to assist economic growth.
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