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Manufacturers have to do more than build large manufacturing plants to realize economies of scale.

It is true that as the capacity of a manufacturing

operation rises, costs per unit of output fall as plant

size approaches “minimum efficient scale,” where the cost per unit of output reaches a minimum,

determined roughly by the state of existing technology and size of the potential market. However, minimum efficient scale cannot be fully realized unless a steady “throughput” (the flow of materials through a plant) is attained. The throughput needed to maintain the

optimal scale of production requires careful

coordination not only of the flow of goods through the production process, but also of the flow of input from suppliers and the flow of output to wholesalers and final consumers. If throughput falls below a critical point, unit costs rise sharply and profits disappear. A manufacturer’s fixed costs and “sunk costs” (original capital investment in the physical plant) do not

decrease when production declines due to inadequate supplies of raw materials, problems on the factory floor, or inefficient sales networks. Consequently, potential economies of scale are based on the physical and engineering characteristics of the production facilities—that is, on tangible capital—but realized economies of scale are operational and

organizational, and depend on knowledge, skills, experience, and teamwork—that is, on organized human capabilities, or intangible capital.

The importance of investing in intangible capital becomes obvious when one looks at what happens in

new capital-intensive manufacturing industries. Such

industries are quickly dominated, not by the first firms to acquire technologically sophisticated plants of

theoretically optimal size, but rather by the first to exploit the full potential of such plants. Once some firms achieve this, a market becomes extremely hard to enter. Challengers must construct comparable plants and do so after the first movers have already worked out problems with suppliers or with new production processes. Challengers must create

distribution networks and marketing systems in markets where first movers have all the contacts and

know-how. And challengers must recruit management teams to compete with those that have already mastered these functional and strategic activities.