TY - JOUR
T1 - The use of models and methods for strategic planning
T2 - towards an holistic view of strategy
AU - Philpott, E.
AU - Hamblin, D.J.
AU - Baines, T.
AU - Kay, G.
PY - 2004/3
Y1 - 2004/3
N2 - Formulating manufacturing business strategy is often fragmented in as much as current tools address upstream and downstream vertical integration with product integration, or more recently, product and infrastructure integration. Rarely do tools address all of these dimensions in an holistic manner. The research described in this paper is that undertaken in the MAPSTRAT project: a scoping study with industrial partners, aiming to satisfy this business need. A comprehensive literature study is described which is contextualized using six case studies. The paper stresses the importance of ‘joined-up thinking’ and outlines plans for an appropriate tool that is under development.
AB - Formulating manufacturing business strategy is often fragmented in as much as current tools address upstream and downstream vertical integration with product integration, or more recently, product and infrastructure integration. Rarely do tools address all of these dimensions in an holistic manner. The research described in this paper is that undertaken in the MAPSTRAT project: a scoping study with industrial partners, aiming to satisfy this business need. A comprehensive literature study is described which is contextualized using six case studies. The paper stresses the importance of ‘joined-up thinking’ and outlines plans for an appropriate tool that is under development.
KW - manufacturing industries
KW - service
KW - supply
KW - research
KW - management
UR - http://onlinelibrary.wiley.com/doi/10.1111/j.1475-3995.2004.00452.x/abstract
U2 - 10.1111/j.1475-3995.2004.00452.x
DO - 10.1111/j.1475-3995.2004.00452.x
M3 - Article
SN - 0969-6016
VL - 11
SP - 203
EP - 216
JO - International Transactions in Operational Research
JF - International Transactions in Operational Research
IS - 2
ER -