TY  - JOUR
AB  - Suggests a conceptual model for operations that can be utilized in
identifying the most significant opportunities and decisions in order to
obtain competitive advantages in global industries. The model considers
the following elements: competitive advantages, the performance of the
operating system (as sources of competitive advantage) and the four
phases of the so‐called operation value chain: design, purchasing,
production and distribution. The study of the implications on production
strategy deriving from globalization is carried out using three groups
of strategic decision categories: organization and management,
management systems, technologies. The crossing of the three groups of
strategic decision categories and the four operations phases identifies
a matrix with twelve areas of opportunities and decisions for
realization of global‐type strategies. The proposed model makes it
possible to identify the emergence of three paradigms in global
industries regarding performance and behaviour of companies: time and
cost compression, agreements and coalitions, and transfer.
VL  - 12
IS  - 4
SN  - 0144-3577
DO  - 10.1108/01443579210011561
UR  - https://doi.org/10.1108/01443579210011561
AU  - De Toni Alberto
AU  - Filippini Roberto
AU  - Forza Cipriano
PY  - 1992
Y1  - 1992/01/01
TI  - Manufacturing Strategy in Global Markets: An Operations
Management Model
T2  - International Journal of Operations & Production Management
PB  - MCB UP Ltd
SP  - 7
EP  - 18
Y2  - 2024/09/25
ER  -