scholarly journals Generating Competitive Priority Strategy in Transformer Industry

2018 ◽  
Author(s):  
Rita Ambarwati
Keyword(s):  
Competitive Priority

Environmental management in Brazil: is it a completely competitive priority?

2012 ◽  
Vol 21 (1) ◽  
pp. 11-22 ◽  
Author(s):  
Charbel José Chiappetta Jabbour ◽  
Eliciane Maria da Silva ◽  
Ely Laureano Paiva ◽  
Fernando Cesar Almada Santos
Keyword(s):  
Environmental Management ◽  
Competitive Priority

Lean Six Sigma practices a competitive priority in SME's: a critical review

2020 ◽  
Vol 13 (1) ◽  
pp. 60
Author(s):  
Harsimran Singh Sodhi ◽  
Bikram Jit Singh ◽  
Doordarshi Singh
Keyword(s):  
Critical Review ◽  
Six Sigma ◽  
Lean Six Sigma ◽  
Competitive Priority

scholarly journals Analysis of the internal strategic alignment of the production strategy: case study in an auto parts company of the municipality of Sorocaba/SP

2019 ◽  
Vol 26 (4) ◽  
Author(s):  
Polliany Brigagão Soares ◽  
Márcia Regina Neves Guimarães ◽  
Felipe Ferreira de Lara
Keyword(s):  
Commercial Vehicle ◽  
Strategic Alignment ◽  
Product Portfolio ◽  
Qualitative And Quantitative ◽  
Current Context ◽  
Production Strategy ◽  
Auto Parts ◽  
Vehicle Market ◽  
Competitive Priority

Abstract The auto parts sector plays an important role in the national economy and has the need to become more competitive in face of some difficulties in the current context. In this scenario, it is considered of great importance the alignment of the production strategy and its contribution to the competitiveness of the sector in the country. Thus, the research aims to analyze, based on methods proposed in the literature, the degree of internal alignment of the production strategy in two segments of one company in the auto parts sector. The method adopted was the case study, being the research of combined character that makes use of the qualitative and quantitative approach. Among the main results, it can be seen that, although the organization analyzed has more control over the production process technologies for products that serve the commercial vehicle market, there are efforts to reduce the product portfolio and standardize the products offered in the market. with cost as the competitive priority emerging.

Does the competitive orientation really lead to emphasis on different internal capabilities?

2015 ◽  
Vol 35 (7) ◽  
pp. 1075-1096 ◽  
Author(s):  
Yen-Tsang Chen ◽  
Ronaldo Gomes Dultra-de-Lima ◽  
João Mário Csillag ◽  
José Carlos Tiomatsu Oyadomari
Keyword(s):  
Design Methodology ◽  
Strategy Implementation ◽  
Hierarchical Regression ◽  
Trade Off ◽  
Content Type ◽  
Internal Capabilities ◽  
Systematic Strategy ◽  
Competitive Priority ◽  
Practical Implications ◽  
Perceptual Scale

Purpose – The purpose of this paper is to investigate if the organization competitive orientation can really make firms emphasize different internal capability. This paper aims to revisit and extend the study proposed by Fleury and Fleury (2003). Design/methodology/approach – The survey instrument was employed to collect the sample composed by 163 companies from different sectors of Brazilian market. Additionally, several statistic techniques were applied such as cluster analysis, ANOVA test and hierarchical regression analysis to investigate the phenomenon. Findings – It was observed that three possible clusters can be built based on cumulative capabilities perspective and the Operation oriented group has no emphasis on production, logistic nether R & D capability, while other two clusters have a distinctive attentions on their internal capabilities. Research limitations/implications – The limitation of this research lies in using perceptual scale for performance and few constructs with one item for measuring. On the other hand, this research has revisited the taxonomy topic based on cumulative capability perspective and discussed the trade-off concepts assumed in past studies. Practical implications – This study has demonstrated the absence of systematic strategy implementation of those that are considered Operational oriented. Additionally, the authors have demonstrated that market share and customer satisfaction performance are impacted by different competitive priority as well as internal capability. Originality/value – The authors reviewed the work proposed by Fleury and Fleury (2003), and went further in proposing a taxonomy complementation suggested by them. Additionally the authors discussed the assumptions of the taxonomies that have been adopted up today and explored this issue using cumulative capabilities concept. This work is based on competitive orientations, internal capability and cumulative capabilities suggested by seminar papers.

scholarly journals Quality Management: An Effective Approach to Success

2016 ◽  
Vol 9 (1) ◽  
pp. 87-90
Author(s):  
Dhruba Kumar Budhathoki
Keyword(s):  
Quality Management ◽  
Business Environment ◽  
Poor Quality ◽  
Distinct Advantage ◽  
Market Place ◽  
Business Studies ◽  
Real Price ◽  
Survival And Growth ◽  
Growth Quality ◽  
Competitive Priority

86      Product quality has entered the consciousness of organizations with a vengeance. It has become crystal clear that high-quality products have a distinct advantage in the market place, that market share can be gained or lost over the quality issue.Therefore, quality is a competitive priority. Quality is the only factor that ensures an organization's survival and growth. Quality focuses on meeting consumer need, meeting the competition, improving continuously and extending these concerns to all phases of business. Today, it has been well understood by managers that the real price of poor quality is lost consumers and ultimately, the death of an organization. Therefore to be successful in today's business environment ,organizations must pay attention to quality. Hence, a systematic procedure has to be evolved and followed and different concepts of quality management have to be understood clearly for designing and executing the quality management programme effectively.Journal of Nepalese Business Studies Vol. 9, No. 1, 2015 pp. 87-90

Platform Strategies for a Supplier in the Aircraft Engine Industry

2008 ◽  
Author(s):  
Fredrik Berglund ◽  
Dag Bergsjo¨ ◽  
Ulf Ho¨gman ◽  
Kiran Khadke
Keyword(s):  
Automotive Industry ◽  
Focal Point ◽  
Aircraft Engine ◽  
Product Line ◽  
Production Environment ◽  
Core Technology ◽  
Engine Industry ◽  
Platform Development ◽  
Development Literature ◽  
Competitive Priority

The utilization of a platform strategy has become a competitive priority in many industries, most notably in the automotive industry. Naturally, many firms in other industries are adopting this strategy with different modifications and degrees of implementation. However, little research covers the application of platform development in a supplier and/or small batch production environment. The adaptation of a platform strategy in these settings, by a supplier in the aircraft engine industry, is the focal point of this paper. Based on platform development literature and the characteristics of the aircraft engine industry and the company studied advantages and hindrances for platform strategies have been ruled out. Interviews with involved people within the company studied have further clarified different perspectives on platforms and their possible utilization. Based on the analysis of collected information it is proposed that a possible platform strategy would include: a technology platform, incorporating general knowledge on core technology assets embodied in either humans, organizations, processes, information or methods; and a product platform, incorporating product specific elements that could be re-used when developing new components for a particular product line.

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