To date, the implementation and adoption of new manufacturing technologies has been retarded despite their technical advances and strategic virtues such as flexibility and synergy effect. This phenomenon is partly attributable to the lack of commensurate development and widespread dissemination of adequate selection and justification procedures. Many strategically vital automation projects have been rejected and/or seemingly promising proposals have turned out to be fiascos since the justification process has been solely based on the traditional capital budgeting or engineering economy methods. As the degree of system automation/integration increases, a variety of benefit/cost attributes, both quantitative and qualitative, should be taken into account and more comprehensive and analytic justification methods should be applied in the justification process. This paper points out the distinct characteristics of advanced technologies and presents an illustrative set of procedures that can be used in the justification process. It outlines the algorithmic structure of each procedure and also describes the advantages/disadvantages of each procedure and the conditions under which it is most appropriate to employ. The selection of appropriate justification technique is situation-specific. In general, it is recommended that more complex and sophisticated procedures be used as the degree of integration increases. Nonetheless, traditional procedures may be used as well to make in-depth analyses of the local impact.

Traditionally, the target of manufaturing technology strategy was derived in a efficiency, cost and productivity. So most activities of the manufacturing brought focus into the engineering technology, equipments and research and improvement of new products to maximize the efficiency. As a resell of this legacy, most of the activities of manufacturing has been executed on the method of quality improvement, development of new equipment to incense the efficiency and the research of materials for new products. Those trends, however overlook the operation management activities which is very important as a assets in competitive strategy. But the market enviornment of morden manufacturing companies faced to the uncertainty and complexity. So they need capability of competition which requires new concept of manufacturing technology strategy to grasp the competitive advantages. In this point of view, this paper deal with the empirical study in korean manufacturing technology strategy of the electic and electronic industry. For the empirical study, check list was made to survey the 98 manufacturing companies. The analysis procedures are as below. First, identify the manufacturing technology group an product structure group by each variable. Second manufacturing technology variables are segmented into product technology and vertical integration, suborder and infrastructure, to analyse the decision making pattern which derive the strategy groups. Third, by the fitness analysis between product structure group and manufacturing technology group, the economic results of a growth rate of sale and a profit rate of sale are tested. In this approach, fitness analysis between product structure group and manufacturing technology group show, as a whole, the no significant values in economic results of the company. But investigating the statistical values shows the trend that econmic result of the complany is somewhat higher when the degree of fitness of manufacturing technology strategy by product structure has high value. Concluding the remarks, the competitive advantages of company lies not in the efficiency of manufacturing systems but in the way of the structure and decision making pattern of the manufacturing system. And the cons i stoney between strategy target and manufacturing technology strategy, and the consistency of manufacturing technology strategy and product structure are the term of competitive advantages.