Abstract
Manufacturing strategies essentially entail decisions about structure and infrastructure. Manufacturing structures deal with the vertical integration of operations, facilities and locations, capacity, and process technology. With increased focus on flexibility and customization, manufacturing strategies must also emphasize coordination and other infrastructure decisions. Infrastructural strategies include organizational and human aspects, sourcing and supply chain management practices, quality management systems, and other less tangible aspects. Infrastructure is developed over time through persistent day-to-day practice, top management commitment, and cross-functional efforts to create capabilities that support and leverage the firm’s structure. How a company positions itself in the supply chain is an example of how structural decisions impact on knowledge creation and to some extent it defines what the company sees as its core activity. The core activity directs innovations which are incremental and more radical, and consequently it also directs knowledge creation.
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Rolstadås, A., Henriksen, B., O’Sullivan, D. (2012). Manufacturing Strategies, Created Through Decisions. In: Manufacturing Outsourcing. Springer, London. https://doi.org/10.1007/978-1-4471-2954-7_10
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DOI: https://doi.org/10.1007/978-1-4471-2954-7_10
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