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A Decision Support System for Evaluation of Investments in a Computer-Integrated Production System

A Decision Support System for Evaluation of Investments in a Computer-Integrated Production System

Hannu Kivijärvi, Markku Tuominen
Copyright: © 2008 |Pages: 11
ISBN13: 9781599048437|ISBN10: 1599048434|EISBN13: 9781599048444
DOI: 10.4018/978-1-59904-843-7.ch023
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MLA

Kivijärvi, Hannu, and Markku Tuominen. "A Decision Support System for Evaluation of Investments in a Computer-Integrated Production System." Encyclopedia of Decision Making and Decision Support Technologies, edited by Frederic Adam and Patrick Humphreys, IGI Global, 2008, pp. 200-210. https://doi.org/10.4018/978-1-59904-843-7.ch023

APA

Kivijärvi, H. & Tuominen, M. (2008). A Decision Support System for Evaluation of Investments in a Computer-Integrated Production System. In F. Adam & P. Humphreys (Eds.), Encyclopedia of Decision Making and Decision Support Technologies (pp. 200-210). IGI Global. https://doi.org/10.4018/978-1-59904-843-7.ch023

Chicago

Kivijärvi, Hannu, and Markku Tuominen. "A Decision Support System for Evaluation of Investments in a Computer-Integrated Production System." In Encyclopedia of Decision Making and Decision Support Technologies, edited by Frederic Adam and Patrick Humphreys, 200-210. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-843-7.ch023

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Abstract

Investments in new manufacturing systems are vital for the well-being of the company as they are means of achieving the objectives and goals the company is aiming at. Both long-term corporate success and short-term profitability are based on the company’s investments. Managerial decision making is, however, becoming more difficult due to worldwide competition and the rapidly changing and increasingly complex environment. A growing concern is that the selection of investment alternatives (manufacturing systems) that in the long run enhance the company’s competitive position or other strategic goals cannot any longer be based on conventional financial analysis only. These financial analysis techniques do not provide the decision maker with sufficient support because they do not integrate the investments into the company’s strategy sufficiently. Furthermore, the conventional investment planning based on these techniques does not fully respond to the way the investment decisions are actually made. The shortages of the conventional justification techniques include insufficient benefit analysis, a short-term focus, and misassessment of the appropriate discount rate. Therefore, conventional financial analysis techniques alone are not appropriate to justify more strategic investments, but a strategy-oriented investment justification is needed as well.

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