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dc.contributor.authorRoethlein, Christopher
dc.contributor.authorMangiameli, Paul
dc.contributor.authorBeauvais, Laura
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2008, č. 1, s. 33-52.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.format20 s.cs
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectanalýza faktorucs
dc.subjectvýrobní strategiecs
dc.subjectdodavatelský řetězeccs
dc.titleComponents of manufacturing strategy within levels of U. S. manufacturing supply chainsen
dc.description.abstract-translatedThis study built on past research that has identified manufacturing strategies from which a com- pany derives its competitive advantages and related it to a multi-level analysis of manufacturing supply chains in the United States. Through a combination of literature review, structured inter- views, and a questionnaire to a large national sample, 28 components of manufacturing strategy upon which a company uses to compete were identified. Factor analysis was used to group com- ponents into four factors that clustered logically into coherent manufacturing strategies (Internet Based Technology, Effectiveness of Design, Employee Experience/delivery, and Facility Location) across the five defined levels of supply chain. Significant differences in the importance of ma- nufacturing strategy among the five levels of supply chain were found. For Strategy 1 (Internet Based Technology), end-product producers rate this strategy significantly more important than do sub-component suppliers. For Strategy 2 (Effectiveness of Design), major component suppliers and end product producers rate this strategy significantly more important than do sub-component suppliers. In addition, end product producers rate this strategy significantly more important than do component suppliers. With regard to Strategy 3 (Employee Experience/Delivery), sub-compo- nent suppliers rate this strategy significantly more important than component, major component, and end product producers. H owever, major component suppliers rate this strategy as significantly more important as end product producers do. Lastly, with regard to Strategy 4 (Facility Location), end product producers rate this strategy as significantly less important as do the other levels in the supply chain. An interesting result of our research was that we identified many components of manufacturing strategy that might now be considered prerequisites for doing business, but which might not lead to competitive advantage. This research provides a snapshot of the status of how present manufacturing companies view their competitive strengths and will help them understand and define strategies for their futures.en
dc.subject.translatedfactor analysisen
dc.subject.translatedmanufacturing strategyen
dc.subject.translatedsupply chainen
Appears in Collections:Číslo 1 (2008)
Číslo 1 (2008)

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11025/17213

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