戰略的 經營을 爲한 生産戰略의 內容 = Prodiction Strategy for Strategic Management

다국어 초록 (Multilingual Abstract)

The enterprise can grow up and continue to exist, when it pursues the business strategy which properly copes with the management condition and the change of industrial structure.
As the business strategy is a means of attaining the goal of the enterprise, it is an all-out plan containing all parts for long - term purposes, and it is a king of operation which harmonizes supply of resources with distribution.
As the ultimate goal of the business strategy lies in having an advantage over a rival company, the substances of the competition strategy are a differentiation and an advantage and a focus strategy.
The cost leadership strategy can minimize costs and make profits above the average through effective economy, accumulation of experience, cartailment of indirect cost and an outlay for advertisement.
However, the cost leadership strategy can't disregard the quality of the goods and service.
As the differentiation strategy has an advantage over a rival company through the quality of the goods and the design based on up - to- data technology, it can also make profits above the average in business.
Even by the differentiation strategy, the advantage in cost can't wholly be disregarded. But only in the order of priority, the differentiation strategy gets the lead..
While the subject matters (substances) of the business strategy are a long - term object of the enterprise and a distribution of resources, the production strategy is a long - term goal that the production parts pursue.
The goals of the production fields are productivity, delivery, quality, delivery speed, adaptability, design and so on.
As these subjects are related to "trade off", the establishment of the subject on the order of priority is required.
In other words, when the competition strategy of the enterprise consists in the advantage in cost, the goal of the production part lies in productivity and efficiency.
And when the enterprise pursues the differentiation of the competition strategy, the object of the production part lies in quality, adaptability, diversification and design.
In the courses of all the policy decisions, the competition strategy and the production strategy as a goal of part must be kept consistent and be harmonized.

목차 (Table of Contents)

• Ⅰ. 序 論
• Ⅱ. 戰略的 經營의 理論的 考察
• 1. 戰略的 經營의 意義
• 2. 企業의 戰略事業組織
• 3. 企業의 本源的 競爭戰略
• Ⅲ. 生産戰略과 本源的 競爭戰略
• 1. 生産戰略의 意義
• 2. 生産戰略의 意思決定 變數
• 3. 本源的 競爭戰略과 生産戰略과의 關係
• Ⅳ. 結 論