Strategic positioning:an integrated decision process for manufacturers

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

The practical development of a make or buy strategy: the issue of process positioning

Reports that the make or buy issue is of major concern within manufacturing businesses, being directly linked to the basis on which a firm chooses to compete. Describes the development and use of a systematic approach to formulating a make or buy strategy, intended primarily for engineering manufacturing businesses. The application, in six different business environments, has resulted in a clear view of the utility of the approach, and indicated the areas where it could usefully be further developed. Summarizes the conditions and consequences of the use of the methodology in each case, together with the new aspects resulting from practical experience.</jats:p