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Aerofirm is a large and vertically-integrated manufacturer providing strong and light materials mainly for commercial aerospace, but also for space, defense and industrial application. They face complexity from varying customer needs, a vast product range and a large network. Complexity at Aerofirm also arises from unsynchronized processes, this paper focuses on aligning the manufacturing strategy process. The approach proposed is to first calculate suitable strategy based on: forecast accuracy, volume variability, relative volume and supply chain depth. The results were then reviewed by key personnel to refine them based on qualitative knowledge, showing a mix of manufacturing strategies is essential.

The process framework comprises three phases, as follows: scope the supply chain/network; identify the options for supply system architecture and select supply system architecture. It facilitates a structured approach that analyses the supply chain/network contextual characteristics, in order to ensure alignment with the appropriate supply system architecture. The process framework was derived from comprehensive literature review and archival case study analysis. The review led to the classification of supply system architectures according to their orientation, whether integrated; partially integrated; co-ordinated or independent. The classification was combined with the characteristics that influence the selection of supply system architecture to encapsulate the conceptual framework. It builds upon existing frameworks and methodologies by focusing on structured procedure; supporting project management; facilitating participation and clarifying point of entry. The process framework was initially tested in three case study applications from the food, automobile and hand tool industries. A variety of industrial settings was chosen to illustrate transferability. The case study applications indicate that the process framework is a valid approach to the problem; however, further testing is required. In particular, the use of group support system technologies to support the process and the steps involving the participation of software vendors need further testing. However, the process framework can be followed due to the clarity of its presentation. It considers the issue of timing by including alternative decision-making techniques, dependent on the constraints. It is useful for ensuring a sound business case is developed, with supporting documentation and analysis that identifies the strategic and functional requirements of supply system architecture.

It has long been considered a strategic decision of when to assign inventory to a particular customer. This decision was crucial for the complex Aerospace Co. supply chain. Aerospace Co can be considered complex as they serve many different customer segments and have an extensive range of products that often require customisation. This paper proposes a combination of mathematical calculations and human judgement for deciding on manufacturing strategy. The formulas combine forecast accuracy, volume variability, relative volume and supply chain depth. The calculations assisted the process, but human judgement was necessary to finally determine the most appropriate manufacturing strategies.