This book contains discussions about, Strategic Manajement Manufacturing as outlined in this publication, encompasses the following key areas introduction to strategic manajement manufacturing, manufacturing’s role in economic development, core concepts and frameworks of strategy, manufacturing strategy vs business strategy, history and evolution of manufacturing strategies, mission,vision,
and strategic objectives of manufacturing companies, stakeholder analysis and strategic alignment , corporate governance and leadership in manufacturing strategy, ethics compliance policy strategy, organizational structure and culture in manufacturing firms, workforce management and human capital strategy, resource-based view and core competencies, lean thinking and continuous provement as strategic assets, technology infrastructure and automation strategy, eksternal environment and competitive analysis:
pestel analysis of the manufacturing industry, SWOT and TOWS analysis for strategic positioning, porter’s five forces in the manufacturing sector, competitor benchmarking and industry dynamics, customer-centric strategy and market segmentation, cost leadership, differentiation, and focus in manufacturing, make vs buy strategy and outsourcing decision, sustainability strategy and green manufacturing, diversification, expansion, and global strategy, translating strategy into action: tools and techniques, change management in manufacturing environment, strategic risk management and mitigation, qualiyt management systems strategic drivers (e.g., tqm, six sigma), industry 4.0 and the future of manufacturing strategy, strategic management: digital transformation and smart factory strategy, strategic analysis of garuda food putra putri jaya tbk, lessons learned and roadmap for strategic success.

The era of globalization and increasingly fierce business competition (Pasigai, 2010), manufacturing companies are faced with complex and dynamic challenges. Wheelen and Hunger (2007) articulated that initially strategic management was of most use to large firms operating in multiple industries. Increasing risks of error, costly mistakes, and even economic ruin now forced today’s professional managers in all organisations to take strategic management seriously in order to keep their firms competitive in an increasingly volatile environment.