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.

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Divisions: College of Business and Social Sciences > Aston Business School > Operations & Information Management
Additional Information: This article is © Emerald Group Publishing and permission has been granted for this version to appear here Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
Publication ISSN: 1758-6593
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Related URLs: http://www.emer ... 3&show=abstract (Publisher URL)
PURE Output Type: Article
Published Date: 2005
Authors: Baines, Tim (ORCID Profile 0000-0002-7518-2967)
Kay, Gwyn
Adesola, Sola
Higson, Martin



Version: Accepted Version

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