The role of operations strategy in creating and sustaining strategic resonance
At POMS 2000: Expanding the Boundaries of POM.
01 - 04 Apr 2000.
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The need to see manufacturing as strategic has gained in popularity and importance since Skinner’s major contribution. However, many publications concentrate on how manufacturing capabilities need to be Lean, Agile and to satisfy requirements of Mass Customization but say little in terms of how operations strategy contributes to achieving these, and other capabilities. This paper provides evidence of plants within firms that create and sustain strategic resonance – a dynamic process ensuring continuous linkages and harmonization between:
the market and the firm's operations capabilities and the firm’s strategy and its operations capabilities.
The paper concludes that operations strategy is a vital factor and that, in large firms, strategy needs to be plant-specific
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