| dc.description.abstract | This thesis is about the proposition of a flexible model of manufacturing strategic management that integrates the trade-offs and the sand-cone approaches, from alternative ways to formulation and maintenance, based on the specific competitive criteria of each buyer market requirements. To achieve this goal, a set of academic publications about it were studied, analyzed and criticized, from a comprehensive and general perspective corporate strategy to a perspective more specific the functional strategy of production. Based on this conceptual framework, was developed the proposition of a general model of manufacturing strategic management that integrates these two conceptual approaches of the manufacturing strategy trade-offs and sand-cone imputing a perspective of complementarity to the apparent contradiction and incompatibility between them. This model proposes that the two approaches comply with complementary roles, as the first of these is related to the priority competitive criteria given by the market requirements, while the second refers to the development of internal operational capabilities. These two levels connect the implementation of tools and techniques of Operational Effectiveness - the operational level - to the results of the company - the strategic level. The model also proposes that the adoption and activation of Operational Effectiveness's tools and techniques of can be made in different ways in each SBUs (or even SubSBUs) of the company, based on the most important competitive criteria given by their market requirements. Moreover, it is proposed that the path for the formulation of manufacturing strategy can be upwards (bottom-up) or downward (top-to-down) if the company begins the process by the techniques and tools or if it begins with the corporate strategy, respectively. In order to understand the developing process of models for manufacturing strategic management in practical field, this thesis was based on two case studies. the first, in a company that formulated its manufacturing strategy following the bottom-up path, and the other case that is related with the top-to-down way. The critical analysis performed from both cases provided relevant evidence to support that the proposed model have sufficient consistency to be considered as a flexible and integrative alternative for manufacturing strategic management. | en |
