الفهرس Only 14 pages are availabe for public view
 |  | from | 83 |  |  |
| | | from | 83 | | |
Abstract
Textile companies are striving for an advantage using many different competitive strategies and are often employing more than one strategy at a time. To maximize the potential of incorporating new technologies that include process equipment and information systems, an increased level of understanding of the integrated enterprise is required.
The main objective of any textile industry is to make profit. In the past two decades ’ though, the marketplace has changed dramatically, making this objective harder to reach. Competition around the world in every area of textiles has become much stiffcr. In order for a company to make a profit, it has to change its strategy during this period. Companies have started to emphasize value maximization and waste minimization instead of just cost reduction, and have begun to realize that, in order to thrive in the marketplace, they will have to gain a sustainable competitive advantage. Even though it has been possible in the past to increase market share by reducing product costs through lower production cost, this advantage has not been sustainable. On the other hand, if a company can portray a particular product as having a greater value than that of competing products, as well as reduce production cost through waste minimization, then it may maintain a competitive advantage. In order for many companies to achieve targeted competitive advantages, manufacturing facilities have to undergo a major transition. This transition will not only require new tools and technologies, but, more importantly, new management strategies. Over the last twenty years, several different competitive strategies have emerged: computer integrated manufacturing (CIMX world-class manufacturing, quick-response (QR), and total quality management (TQM). These strategies all require changes across functional boundaries that are not one-time changes but a process of continual change. Each strategy has a different focus: computer technologies, business process, time to market or quality.