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The strategy-capabilities link in mass customisation

The strategy-capabilities link in mass customisation
The strategy-capabilities link in mass customisation
This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms – three in the car industry and three from the computer industry – that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.
agile production, mass customization, strategic planning
0144-3577
707-730
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Bessant, John
d76bc1b2-1d96-4206-8bc7-74fe4ad1cce1
Brown, Steve
b4aaf64c-2032-4715-a9ea-ef5e604b5de1
Bessant, John
d76bc1b2-1d96-4206-8bc7-74fe4ad1cce1

Brown, Steve and Bessant, John (2003) The strategy-capabilities link in mass customisation. International Journal of Operations & Production Management, 23 (7), 707-730. (doi:10.1108/01443570310481522).

Record type: Article

Abstract

This paper is based on longitudinal case studies of research into strategy formulation within six plants from large firms – three in the car industry and three from the computer industry – that have embarked on mass customisation. The core theme of this paper is that, in spite of the increasing attention given to manufacturing strategy from the seminal work of Skinner through to the plethora of articles in recent times, little is mentioned about its application to paradigms of agility or mass customisation. As a consequence firms attempt to become agile and to pursue mass customisation without appreciating the contribution of plant-specific manufacturing strategies that might enable them to achieve these aspirations. We examine the enablers and strategic blockages in pursuing mass customisation, via a mapping process, and reveal reasons why some firms remain unable to devise and implement manufacturing strategies.

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More information

Published date: 2003
Keywords: agile production, mass customization, strategic planning
Organisations: Management, Decision Analytics & Risk

Identifiers

Local EPrints ID: 37188
URI: https://eprints.soton.ac.uk/id/eprint/37188
ISSN: 0144-3577
PURE UUID: e03cea6a-a541-4c95-8cce-f8631612de40

Catalogue record

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

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