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Supply and operations: parallel paths and integrated strategies

Supply and operations: parallel paths and integrated strategies
Supply and operations: parallel paths and integrated strategies
This paper provides evidence of links between the nature of strategic formulation within firms and subsequent plant performance. The research focuses on how some firms have managed to link operations and supply into an integrated set of mutually supportive strategies. In the current competitive arena firms can no longer rely wholly on internal resource-based capabilities but must instead form strategic partnerships within what are often complex networks. The paper explores how operations and supply functions have pursued parallel paths but have often not been fully integrated within firms. It is argued that such integration, which forms part of what has been termed strategic resonance, can reap enormous benefits in terms of plant-level capabilities for firms.
1045-3172
303-321
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Cousins, Paul D.
9198177a-860a-4056-bc29-e2fbce3ad934
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Cousins, Paul D.
9198177a-860a-4056-bc29-e2fbce3ad934

Brown, Steve and Cousins, Paul D. (2004) Supply and operations: parallel paths and integrated strategies. British Journal of Management, 15 (4), 303-321. (doi:10.1111/j.1467-8551.2004.00421.x).

Record type: Article

Abstract

This paper provides evidence of links between the nature of strategic formulation within firms and subsequent plant performance. The research focuses on how some firms have managed to link operations and supply into an integrated set of mutually supportive strategies. In the current competitive arena firms can no longer rely wholly on internal resource-based capabilities but must instead form strategic partnerships within what are often complex networks. The paper explores how operations and supply functions have pursued parallel paths but have often not been fully integrated within firms. It is argued that such integration, which forms part of what has been termed strategic resonance, can reap enormous benefits in terms of plant-level capabilities for firms.

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More information

Published date: December 2004
Organisations: Management, Decision Analytics & Risk

Identifiers

Local EPrints ID: 37186
URI: https://eprints.soton.ac.uk/id/eprint/37186
ISSN: 1045-3172
PURE UUID: 2e0e79bf-ec06-4b77-8621-5e9dc4f380a7

Catalogue record

Date deposited: 23 May 2006
Last modified: 17 Jul 2017 15:42

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