Well, if I understand what you are asking, the answer is yes. Here is how I understand it:
Your core competences (see
www.hq.nasa.gov/office/hqlibrary/ppm/ppm25.htm and
Core Competence )
> Core competence - the idea that a company can succeed without a
> structural competitive advantage by becoming the best at a few key
> skills or in a few knowledge areas - has enjoyed enormous popularity
> over the past 6 years. But despite all the attention this concept has
> received, its tangible impact on corporate performance has been mixed
> at best. To address the need for a more rigorous approach, an article
> proposes a clear definition of what a core competence is (and is not),
> and suggests how an executive in pursuit of a competence-led strategy
> is likely to prove worthwhile. It outlines 3 distinct paths to
> developing a competence - evolution, incubation, and acquisition...
are your 'specialties'. Processes related to your core competence
are your realization of product. If your Core Competence is design and manufacture of electronic circuits, all the processes involved are the foundation. Realization of product (core competence) is through a series of processes. If I understand the question correctly, I do not see how you can separate them.
Is there a specific problem you are trying to solve? I'm not sure what you're getting at with your question. Could be a language barrier.