The business strategy of a firm is the sum of the individual strategies of its component functions. For an organization to be aligned, all operational strategies, including the manufacturing strategy, must be derived from the business plan. In a successful firm these strategies interlock to provide the maximum competitive advantage of which the firm is capable. No function is left out, and no function dominates. However, in some companies the business strategy is dominated by non-manufacturing functions with the result being "thrown over the wall" to manufacturing. The strategic planning process is hierarchical. First, the corporate level articulates the vision of the firm and its strategic posture; next, the business managers develop business strategies in consonance with the corporate thrusts and challenges; and, finally, the functional managers provide the necessary functional strategic support. It is important to ensure that the business strategies and the result- ing manufacturing strategy are properly linked.
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