{"id":{"repo_id":"ohiolink","oai_identifier":"oai:etd.ohiolink.edu:ohiou1364987292"},"canonical_url":"https://search.dev.ndltd.org/etd/ohiolink/oai:etd.ohiolink.edu:ohiou1364987292","repository":{"repo_id":"ohiolink","name":"OhioLINK","base_url":"https://etd.ohiolink.edu/acprod/odb_etd/ws/oai/oai"},"display":{"title":"Global Supply Chain and Competitive Business Strategies: A Case Study of Blood Sugar Monitoring Industry","abstract":"Strategy denotes actions or patterns of actions intended for the attainment of goals. In an organizational setting, the term strategy covers more than just intended or planned strategy; it also includes the sequence of decisions that exhibit posteriori consistencies in decisional behavior, involving the selection of product markets or industries and the allocation of resources among them. Within the broader purpose of developing a decision making framework for competitive strategy development practices, the thrust of this study is to investigate the impact of environmental uncertainty on corporate strategy, and the influence of corporate strategy on business performance, operational structure and market dynamics. Another incidental purpose of the study is to review, classify, clarify, define, and integrate ideas and concepts from diverse disciplines including Engineering, Economics and Business Administration to consequently establish a strategic decision making framework. The factors influencing the short term and long term standing of companies in a particular market are focused with the objectives of increasing the business capability and profitability as well as improving the market share. The case studied is the global blood sugar monitoring industry. The demand structure of the market is modeled considering four major companies in three regional markets; Asia, Europe, North America. LifeScan Inc., a Johnson & Johnson Company, is selected as the focus of greater discussions. The decision making framework is established for LifeScan Inc. incorporating a layered cellular manufacturing design integrated with different supply chain alternatives. The framework is then employed in a multi-period strategic analysis where competition games are developed and studied in three categories; price competition, quality/reputation competition and product competition. The outcomes of different competition strategies are presented and evaluated in terms of profitability and market power (share).","abstract_html":"Strategy denotes actions or patterns of actions intended for the attainment of goals. In an organizational setting, the term strategy covers more than just intended or planned strategy; it also includes the sequence of decisions that exhibit posteriori consistencies in decisional behavior, involving the selection of product markets or industries and the allocation of resources among them. Within the broader purpose of developing a decision making framework for competitive strategy development practices, the thrust of this study is to investigate the impact of environmental uncertainty on corporate strategy, and the influence of corporate strategy on business performance, operational structure and market dynamics. Another incidental purpose of the study is to review, classify, clarify, define, and integrate ideas and concepts from diverse disciplines including Engineering, Economics and Business Administration to consequently establish a strategic decision making framework. The factors influencing the short term and long term standing of companies in a particular market are focused with the objectives of increasing the business capability and profitability as well as improving the market share. The case studied is the global blood sugar monitoring industry. The demand structure of the market is modeled considering four major companies in three regional markets; Asia, Europe, North America. LifeScan Inc., a Johnson & Johnson Company, is selected as the focus of greater discussions. The decision making framework is established for LifeScan Inc. incorporating a layered cellular manufacturing design integrated with different supply chain alternatives. The framework is then employed in a multi-period strategic analysis where competition games are developed and studied in three categories; price competition, quality/reputation competition and product competition. The outcomes of different competition strategies are presented and evaluated in terms of profitability and market power (share).","abstract_has_math":false,"creators":["Ates, Ozan K."],"institution":"Ohio University","degree_name":"Doctor of Philosophy (PhD)","degree_level":"doctoral","degree_discipline":"Mechanical and Systems Engineering (Engineering and Technology)","degree_department":null,"school":null,"contributors":["Suer, Gursel","Adie, Douglas"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2013,"date_issued":"2013-06-07","date_published":"2013-06-07","updated_at":"2026-07-24T03:37:16Z","subjects":["Business Administration","Economics","Industrial Engineering","Business Strategy","Competition","Global Supply Chain","Manufacturing Systems Design","Managerial Decision Making Framework","Demand Analysis","Multi-Period Game","Pharmaceutical Industry","Blood Sugar Monitoring Industry"],"languages":["English"],"rights":["unrestricted","This thesis or dissertation is protected by copyright: all rights reserved. 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The demand structure of the market is modeled considering four major companies in three regional markets; Asia, Europe, North America. LifeScan Inc., a Johnson & Johnson Company, is selected as the focus of greater discussions. The decision making framework is established for LifeScan Inc. incorporating a layered cellular manufacturing design integrated with different supply chain alternatives. The framework is then employed in a multi-period strategic analysis where competition games are developed and studied in three categories; price competition, quality/reputation competition and product competition. 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