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Sustainable competitive advantage (SCA) analysis of furniture manufacturers in malaysia: normalized scaled critical factor index (NSCFI) approach

Tasmin R., Takala J., Abu Bakr A. A., Shylina D., Nizialek D., Che Rusuli M. S.

Management and Production Engineering Review

2016

Vol. 7, No. 2

73--85

The purpose of this paper is to investigate Malaysian furniture industry via Sustainable competitive advantages (SCA) approach. In this case study, sense and respond method and Normalized Scaled Critical Factor Index (NSCFI) are used to specify the distribution of companies’ resources for different criteria and detect the attributes which are critical based on expectation and experience of companies’ employs. Moreover, this study evaluates Malaysian furniture business strategy according to manufacturing strategy in terms of analyzer, prospector and defender. Finally, SCA risk levels are presented to show how much company’s resource allocations support their business strategy. This case study involved four furniture manufacturing companies, in the southern part of Peninsular Malaysia to provide the overall view of their strategies in the perspective of knowledge & technology management, processes & work flows, organizational, and information systems. Hence, the findings of this study presented the preliminary results from these furniture companies in Malaysia, which are involved in sustainable competitive advantage (SCA) studies in terms of expectation and experience, NSCFI, operational strategy triangle of prospector (P), defender (D), and analyzer (A). The result shows that almost all furniture companies are categorized into the Analyzer type strategy and planning to remain being Analyzer in future to come.

Transformational leadership in operational competitiveness improvement: a case study in Malaysian automotive industry

Wu Q., Shamsuddin A., Tasmin R., Takala J., Liu Y.

Management and Production Engineering Review

2012

Vol. 3, No. 1

62-70

The purpose of this paper is to analyze operational competitiveness by two core factors, i.e. manufacturing strategy and transformational leadership with technology level. In additional, CFI models in sense and respond (S&R) method are introduced to optimize strategic adjustments, which give supports in fast strategic decision-making process. The analysis results of case study show that leaders in automobile companies in Malaysia should deeply develop their leadership by inspirational motivation, intellectual stimulation and building trust and confidence etc. to improve operational competitiveness. Agile operations strategy should be utilized towards automobile enterprises in Malaysia in order to be competitive under dynamic and tightrope business situations.