CH3

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School

Colorado State University, Global Campus *

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Course

5440

Subject

Management

Date

Nov 24, 2024

Type

docx

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1

Uploaded by MagistrateWren2087

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It is impossible, if not improbable for a company to be good at all nine of the competitive priorities. It does not make a lot of sense for a low-cost operations company also strive for the top-quality position. These two competitive priorities are polar opposites and should not be the focus for an organization to excel in both. However, it is possible to prioritize low-cost operations, and speed or on-time delivery which allows for greater market penetration if an organization can achieve success in both categories. Managers, at a high level in the organization, are in the best position to know how much emphasis is placed on each dimension and how well each priority is being achieved in comparison to the competition. Decisions to which competitive priorities to emphasize influences the design and operating decisions facing manufacturing. Production process that prioritizes low cost manufacturing will look different from a production process that prioritizes flexibility (Peter T. Ward, 1998). Such decisions affects the whole supply chain taking into consideration just-in-time, large or small facilities, make or buy, etc. Peter T. Ward, J. K. (1998). Competitive Priorities in Operations Management. Decision Sciences , 1035-1046.
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