Abstract
Examines the relationship between competitiveness strategies and decisions to invest in advanced manufacturing technologies (AMT). Findings are presented from a survey of UK manufacturers, which is part of a global research programme on AMT investments. Experiences of four case companies are also used to illustrate factors driving these investments and their outcomes. Demonstrates how AMT investments arise from a business strategy seeking to improve competitiveness. Although these decisions are market‐driven and companies often use more than one financial appraisal technique when evaluating a proposal, they often cannot demonstrate the tangible benefits anticipated from their investments. This indicates that more time needs to be taken to carry out post‐implementation evaluation in order to be able to identify tangible benefits and learn from these experiences.
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