Longitudinal linkages between intended and realized operations strategies

Abstract

Compares the intended operations strategy of 112 manufacturing plants in the metal‐working industries with the realized strategy, as measured by investments designed to improve both the manfucturing structure and infrastructure. Data were collected via a mail survey administered to 202 plants in 1994, and re‐administered to 112 of the same plants in 1996. Examines how the emphasis placed on four key competitive priorities (cost, flexibility, delivery and quality) is associated with investment a company makes to support these objectives. The data indicate that companies support their key competitive priorities both through investments in structural improvement and through investments in infrastructural improvement. Two findings contradict the established literature. First, investments in design‐based advanced manufacturing technologies are not associated with a strategic emphasis on any of the four competitive priorities. Second, plants which emphasized flexibiltiy as a key component of their operations strategy did not invest in either structural or infrastructural improvements to support this objective.