Global manufacturing strategies require “dynamic engineers”?

Abstract

Purpose The purpose of this paper is to study multifocused global manufacturing strategies under the influence of “China effect” taking the dynamic, complex and situational business strategies into account. Design/methodology/approach This study compares the competitive priorities of manufacturing strategies in four different types of companies with some international comparisons and one longitudinal case study for benchmarking. The analytical hierarchy process method also made it possible to compare inconsistencies in the answers between the companies. Findings As a result of these case studies, it is possible to understand the competitive priorities of manufacturing strategies for the case companies, to show the other companies the route for developments. Practical implications All four types of companies should grow internationally and utilize the developing countries as a means of lowering costs. Each type of company has its own special strategies to suit their markets. Companies in Western countries should utilize multifocused manufacturing strategies based on their business strategy in a holistic way, e.g. through responsiveness, agility and leanness concept, and to specialize through quality, e.g. by differentiating product and service technology for global high dynamic and complex business. Global sourcing in purchasing shall also be more and more used effectively for cost and productivity competitiveness. Originality/value The development steps, from technology specialist to problem solver, are proposed in this paper. Human resources have to be trained to be more “dynamic engineers,” all the time more also in industrial engineering and management.

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