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Choi And Manus Rungtusanatham (1999). the Use Of Outside-in Strategy Also ...

Choi and Manus Rungtusanatham (1999).

The use of outside-in strategy also has an inherent disadvantage of overcorrecting the business process within an organization to meet the customer demands. This makes it clear that the control over the business process re-engineering or the changes to the manufacturing process to meet the market forces must be monitored by a sanity checking system that enables the organization to effectively control the internal process changes at an optimum level to meet the demands of the market as argued by Thomas Y. Choi and Manus Rungtusanatham (1999). Gerry Johnson and Kevan Scholes (2003) further argue that the outside-in strategy's key feature is the ability to enable other internal development strategies in an organization plausible without affecting the customer relationship thus making it clear that the LEAN implementation in an organization can be facilitated through the outside-in approach as the first step to the process re-engineering.

From the above arguments it is evident that the supply chain management is one of the many factors that is influenced by the LEAN manufacturing strategy and hence the big picture of the organisational strategy and LEAN management is enabled through maintaining an efficient balance between the various entities of the organization as argued by Thomas Y. Choi and Manus Rungtusanatham (1999). Besides, the implementation of LEAN in the manufacturing set-up of the organization alone will not secure the organization an edge over its competitors to gain sustainable competitive advantage as the combined effort of the various segments of the organization is necessary to achieve the aforementioned as argued by Frances Brassington and Stephen Pettit (2003).
Hence the marketing management, management communication, supply chain integration, human resource management and the process management (business and manufacturing inclusive) are the key elements that must be addressed in order to effectively deploy LEAN in an organization. The outside-in strategy is justified as the key element that enables the achievement of the aforementioned for the following reasons
The outside-in strategy puts the market demand in the centre of the organizational strategy thus making it clear the manufacturing process, research & development, production process and the supply chain are geared up to harness the demand in the market to gain competitive advantage as argued by Gerry Johnson and Kevan Scholes (2003). The fact that LEAN will enable the internal integration of the aforementioned segments of the organization to optimise the resources usage and its deployment to gain competitive advantage justifies that the outside-in is the driver for LEAN.


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