Abstract
The executives of many firms seem to feel that their manufacturing organization should be able to do all things well. Manufacturing should be able to produce at low cost with high quality while undertaking a variety of new products and adjusting to shifting customer demands for features and delivery dates. Even if these managers insist that they don't really believe this is possible, they act as though they do. In this paper, the argument is made that such a multiplicity of skills is not possible in one organization and that management must set priorities on those manufacturing competencies most important for success in the market. Once the priorities are set, the process shifts to managing the strategic evolution of manufacturing. Specifically discussed are the issues of establishing the initial strategic orientation, providing the appropriate organizational support and managing the evolution of strategic manufacturing competence.
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