Abstract
In times of increasing world competition and decreasing product life cycles, it is important that an industrial company develops an understanding of the implications for its manufacturing processes and infrastructure of the corporate marketing decisions it is considering. The investment involved in processes, controls and procedures is so substantial that organisations are normally unable to change or even adjust these decisions once they have been introduced. This paper develops concepts and ideas on how to develop a strategic role for manufacturing and gives practical examples of the problems which can result and the alternatives to be pursued as a means of clarifying the important issues to be addressed.
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