Showing papers on "Value chain published in 2000"

Supply Chain Management: Strategy, Planning and Operations

Abstract: PART I: BUILDING A STRATEGIC FRAMEWORK TO ANALYZE SUPPLY CHAINS Chapter 1: Understanding the Supply Chain Chapter 2: Supply Chain Performance: Achieving Strategic Fit and Scope Chapter 3: Supply Chain Drivers and Metrics PART II: DESIGNING THE SUPPLY CHAIN NETWORK Chapter 4: Designing Distribution Networks and Applications to e-Business Chapter 5: Network Design in the Supply Chain Chapter 6: Network Design in an Uncertain Environment PART III: Planning Demand and Supply in a Supply Chain Chapter 7: Demand Forecasting in a Supply Chain Chapter 8: Aggregate Planning in the Supply Chain Chapter 9: Planning Supply and Demand in the Supply Chain: Managing Predictable Variability PART IV: Planning and Managing Inventories in a Supply Chain Chapter 10: Managing Economies of Scale in the Supply Chain: Cycle Inventory Chapter 11: Managing Uncertainty in the Supply Chain: Safety Inventory Chapter 12: Determining Optimal Level of Product Availability PART V: Designing and Planning Transportation Networks Chapter 13: Transportation in the Supply Chain PART VI: Managing Cross-Functional Drivers in the Supply Chain Chapter 14: Sourcing Decisions in a Supply Chain Chapter 15: Pricing and Revenue Management in the Supply Chain Chapter 16: Information Technology and the Supply Chain Chapter 17: Coordination in the Supply Chain

Executives' perceptions of the business value of information technology: a process-oriented approach

Abstract: Despite significant progress in evaluating the productivity payoffs from information technology (IT), the inability of traditional firm-level economic analysis to account fully for the intangible impacts of IT has led to calls for a more inclusive and comprehensive approach to measuring IT business value. In response to this call, we develop a process-oriented model to assess the impacts of IT on critical business activities within the value chain. Our model incorporates corporate goals for IT and management practices as key determinants of realized IT payoffs. Using survey data from 304 business executives worldwide, we found that corporate goals for IT can be classified into one of four types: unfocused, operations focus, market focus, and dual focus. Our analysis confirms that these goals are useful indicators of payoffs from IT in that executives in firms with more focused goals for IT perceive greater payoffs from IT across the value chain. In addition, we found that management practices such as strategic alignment and IT investment evaluation contribute to higher perceived levels of IT business value.

Globalisation and Unequalisation: What Can Be Learned from Value Chain Analysis?

Abstract: Although many have gained from the process of globalisation, there remains a stubbornly large number of people living in absolute poverty and a rise in inequality within and between countries. The issue is thus not whether to participate in the global economy but how to do so in a manner which provides for sustainable and equitable income growth. This study shows how value chain analysis can be used to chart the growing disjuncture between global economic activity and global income distribution and to provide causal explanations for this outcome. In so doing, value chain analysis provides valuable insights into policy formulation and implementation.

Supply chain management in theory and practice: a passing fad or a fundamental change?

Abstract: Supply chain management is a major issue in many industries as firms realize the importance of creating an integrated relationship with their suppliers and customers. Managing the supply chain has become a way of improving competitiveness by reducing uncertainty and enhancing customer service. This paper analyzes various issues important to supply chain management and provides broader awareness of supply chain principles and concepts. The role of planning and coordination in complex integrated systems and information technology to synchronize the supply chain is described in a framework that creates the appropriate structure and installs proper controls in the enterprise and other constituents in the chain.

Handbook of Supply Chain Management

Abstract: SUPPLY CHAIN OVERVIEW Introduction to the Supply Chain Supply Chain Management - The "Right" Way Drivers of Supply Chain Change SCM and Strategy SCM Assessment Tools Linking the Supply Chain with the Customer Globalization and Supply Chain Design THE SUPPLY CHAIN CHALLENGE - FIVE TASKS FOR MANAGEMENT Task 1: Designing Supply Chains for Strategic Advantage (Chapters 8 through 12) Task 2: Implementing Collaborative Relationships (Chapters 13 through 16) Task 3: Forging Supply Chain Partnerships (Chapters 17 through 21) Task 4: Managing Supply Chain Information Task 5: Removing Cost from the Supply Chain (Chapters 22 through 31) The Beginning - Scoping the Supply Chain Strategy Businesses within the Business Supply Chains as Activity Systems Applying QFD in Activity System Design The Supply Chain and New Products Foundation for Supply Chain Change Functional Roles in Supply Chain Change Supply Chain Project Management - A Team Framework Institutional Supply Chain Changes Collaborative Relationships Emerging Partnership Model Planning for Partnerships Stage 3: Supply Chain Implementation The Extended EnterpriseTM at Chrysler Supply Chain Process Management Supply Chain Process Evaluation Supply Chain Process Documentation Supply Chain Technology Applications Cost and the Supply Chain Root Cause - Clarity Root Cause - Variability Root Cause - Design Root Cause - Information Root Cause - Weak Links SUPPLY CHAIN METHODOLOGIES ABC Implementation 3C Alternative to MRP II Supply Chain Prestudy From Purchasing to Strategic Sourcing - A Roadmap Implementing Enterprise Software towards the Multicompany Environment Selecting Supply Chain Software SUPPLY CHAIN CASE STUDIES Lessons from a Failed Supply Chain Initiative Semiconductor Equipment: Supply Chain Links Bicycle Manufacturer: Internet Strategy Supply Chain Management in Maintenance, Repair, and Overhaul Operations Adapting to a New Supply Chain Role Performance Improvement through Metrics for Buyers Wholesale Grocer: Supply Chain "Streamlining" Consolidation Centers in the Lean Supply Chain

Implementing value strategy through the value chain

Abstract: This article is a corollary to three articles published earlier in Management Decision. More precise definitions of a modern value chain are proposed, in terms of it being a business system that creates end‐user satisfaction and realises the objectives of other member stakeholders. Comparisons are drawn with the current notion of supply chain management and an explanation is given as to how the supply chain fits into the wider perspective put forward in this paper. Ideas are advanced in relation to value chain relationships and options. Models are then suggested relating to a number of well‐known international companies, where the authors have researched, at primary or secondary level.

Supply Chain M anagement and Its Impact on Purchasing

Abstract: SUMMARY The term “supply chain management” has been used to denote the integration of logistics and physical distribution activities by wholesalers and retailers and manufacturers' efforts to effectively integrate purchasing and supply with other functions in the firm. The concept is still evolving. There is no generally accepted definition of supply chain management or general understanding of how supply chain management impacts organizational characteristics and practices. This article presents exploratory findings from a comprehensive survey regarding supply chain management. The objectives of this study were to study the impact of supply chain management on purchasing practices, to further define and develop the supply chain model from various perspectives, and to identify problems associated with supply chain management, particularly from the purchasing perspective.

Engineering supply chains to match customer requirements

Abstract: Modern day market places are highly varied and cannot be serviced effectively by a single supply chain paradigm. Consequently products and services must be provided to the end consumer via tailored supply chain strategies. This article categorises consumer products and details the specific supply chain management tools and techniques required to service each. A comparison of lean and agile strategies is provided along with a detailed explanation of the integration of the two within a Leagile supply chain. The application of such a strategy for electronic products is provided via a four stage case study. A route map for engineering supply chains to match customer requirements is developed in order to avoid costly and ineffective mismatches of supply chain strategy to product characteristics.

Green logistics strategies: An analysis of usage patterns

Abstract: Environmental issues affect many logistical decisions throughout the value chain. This paper identifies strategies that are the most and least popular for managing and responding to these issues, and provides evidence of relationships between select company characteristics and the specific strategies employed in managing logistics-related environmental impacts. Data was collected from companies in the U.S., Canada, and the European Union. Results suggest that the green logistics strategies of recycling/reusing materials and reducing consumption are universally popular among western industrialized nations. Firms that exhibit more intense commitment to environmental concerns than their peers augment use of these universal strategies with various specialized thrusts, such as environmental audits.

ICT‐enabled coordination of dynamic supply webs

Abstract: Increasingly, two key trends – value‐ and cost‐conscious customers, and globalization of markets and supply sources – are shifting the competitive focus from the competitive advantage of firms to competitive advantages of entire supply chains. At the same time, the possibilities for flexibility and coordination inherent in modern information and communication technologies are making it possible to design and follow a much greater variety of organization and governance strategies for delivering customer value. Contributes primarily to the development of general principles for ICT‐enabled redesign of supply chains. Rather than examine the individual impact and design implications of each new ICT innovation, proposes principles of abstraction that can be used to frame supply‐chain redesign options and decisions. Concludes with how these principles lead to flexibility in the design of various supply chain options, thereby providing cost and value advantages for the supply chain.

Disintermediation, disintegration and risk in the SME global supply chain

Abstract: The paper’s premiss is that the extant linear supply chain relationship model that dominates most sectors will rapidly be replaced by a more amorphous supply chain relationship model. It is suggested that entirely new business models are appearing, where the ability to build flexible alliances at speed is a critical management skill. Although these changes will have an impact on all organisations irrespective of size, the focus of the paper is directed towards the SME sector. It is anticipated that the outcomes from this review and the associated research will enhance awareness and understanding of the nature of changes to markets and commercial/supply chain relationships, highlight the potential opportunities and risks and provide guidelines for the developments in strategic management, relationship marketing and risk management.

Supply chain forecasting – Collaborative forecasting supports supply chain management

Abstract: Supply chain management is built on the principles of partnerships and the development and use of the connections that exist between the links of the chain to provide information that will increase the efficiency of all members in the chain. Success stories abound describing lower costs, shorter lead times and increased customer service. Collaborative forecasting applies supply chain management concepts to the forecasting function and uses available information and technology to force a shift from independent, forecasted demand to dependent, known demand. Eventually, the future of forecasting may evolve to the point where forecasting is not even necessary. Demand information will be supplied completely by supply chain partners and the need to predict demand will be eliminated.

The impact of IOS-enabled business process change on business outcomes: transformation of the value chain of Japan Airlines

Abstract: This paper explores the relationship between IOS-enabled business process change and business outcomes. A generic framework for analyzing IT-enabled business process change is applied to a case study analysis of Japan Airlines (JAL). Drawing on a resource-based view of the firm, we investigate the ways in which IOS not only contributed to JAL's improved competitiveness but also enabled it more folly to leverage its strategic value chain as an engine of growth and a new source of competitive advantage. Our focus is on JAL's strategic use of the AXESS Computer Reservation System and Electronic Data Interchange, developed with a clear strategic intention to support JAL's emerging strategies on customer service, sales, value chain logistics coordination, and cost reduction. JAL's collaboration with the IOS-transformed virtual value chain firms significantly contributed to JAL's business growth and competitiveness. JAL's time-based competitiveness has been improved through its IOS-enabled interfirm joint product innovation cycle time reduction. Journal of Management Information Systems I Summer 1997, Vol. 14, No. l,pp. 13-40. © 1997 M.E. Sharpe, Inc. 0742-1222 / 1997 $9.50 + 0.00. This content downloaded from 157.55.39.163 on Sat, 19 Nov 2016 04:23:00 UTC All use subject to http://about.jstor.org/terms 14 CHATFIELD AND BJ0RN-ANDERSEN

Speeding up the progress curve towards effective supply chain management

Abstract: Introduces a supply chain “health check” procedure successfully applied in the European automotive sector and presents the results for the analysis of 20 trans‐European value streams covering a wide range of first and second tier suppliers. The health check procedure is activated via a quick scan methodology (QSM) requiring execution by a multi‐disciplinary team working on‐site. The degree of integration within the value chain is estimated by the QS team, using the uncertainty circle concept which apportions observed uncertainties in the product delivery process (PDP) according to source. In our experience the four major contributors are: the demand side; supply side; value added process side; and systems controls. The results clearly demonstrate a well‐trodden and hence proven route for value stream performance improvement. They also identify value chain exemplars and many areas of best practice, but most importantly they provide a list of actions focused on improving the performance of individual value streams. Properly applied, re‐engineering programmes based on these trigger points will speed up the progress curve towards effective supply chain management.

E-Supply Chain: Using the Internet to Revolutionize Your Business

Abstract: From the Publisher: E-Supply Chain reveals how companies can form the necessary business alliances to combine two of the most versatile and effective business tools of the new century: the power of supply chain and the Intenet.

From supply chain to value net

Abstract: The supply chain can and should be a strategic differentiator, but too many companies are missing the strategic opportunities it offers.

Supply chain innovation

Abstract: Explains the concept of the supply chain and describes kinds of supply chains that might be appropriate for different industries and products. Describes the changes that have taken place in supply chains recently, principally as a result of opportunities afforded by technology advances and outlines the reasons for pro‐active management of a supply chain and its associated technical underpinnings.

Evaluating the role of intermediaries in the electronic value chain

Abstract: E‐commerce enables new kinds of business models to coordinate a value chain. Coordination of the value chain can be accomplished using direct communication or with the help of intermediaries such as brokers, dealers and auctions. The role of electronic intermediaries is becoming increasingly more important. The introduction of new business models in a value chain is a cumbersome process, due to the complexity of the value chain, unclear implications, different goals and interests of the stakeholders and unclear business models. Therefore, there is a need for a business engineering methodology that supports the design and development of new business models by helping the identification of these new business models and by providing insight into the implications of these business models. A business engineering methodology is presented that supports the identification and evaluation of various alternative value chain configurations. The goal of this methodology is to give stakeholders insight into their current, and possible alternative, situations by means of visualization, to evaluate the added value of business models using simulation and to gain experience with the new business models using gaming.

Value nets: reinventing the rusty supply chain for competitive advantage

Abstract: The traditional supply chain starts with components, which are assembled and pushed through distribution channels in the hope that someone will buy them. A value net, by contrast, starts with customer priorities and aligns the company operations and supplier relationships to satisfy real customer demand. Value flows to the customer, who receives a faster, more reliable, convenient, and tailored offering. Value flows to the suppliers, who have a more accurate reading of real demand, and value flows to the company managing the network, in the form of a differentiated competitive position, which generates greater profits and market capitalization.

M-Commerce: An Operator's Manual

Abstract: Mobile-telephone operators could compete on all levels of the mobile-commerce value chain--but they should think twice before they do. Upward of 300 million people--more than own PCs--across the world subscribe to mobile telephones. If, as forecast, this figure passes one billion by 2003, mobile telephones will be as common as television sets. Such a penetration rate--combined with technology that provides for the fast transfer of data on mobile networks, standard protocols that deliver Internet-like services on smaller screens, and the very personal nature of mobile telephones--will drive a mobile-commerce revolution (see sidebar, "M-commerce: The next big thing," on the next spread). Within three years, the annual value of goods and services transacted over mobile networks could reach $13 billion, or 7 percent of all e-commerce transactions. [1] Wireless operators are well placed to benefit from this growth because they alone own and operate the mobile networks that make in-commerce possible. But as available bandwidth proliferates and the coverage capabilities of networks converge, the basic business of transporting data will become more competitive, and profit margins will fall. Hence operators are keen to seek value-creating opportunities beyond the simple transport of data. In theory, mobile operators could compete at all levels of the m-commerce value chain, from the provision of basic technical services to the supply of lucrative, customer-facing content. The high stock market valuations of Internet-related companies, their powerful financial muscle, and the absence of strong competition at all levels in the new industry might even tempt them to try. The danger is that they will spread their skills and resources too thin. Moreover, given the first-mover advantages associated with much Internet-related business, such companies risk forfeiting long-term shareholder value unless they concentrate on areas in which they naturally hold a strong competitive advantage. [2] Operators thus need to make difficult decisions about which parts of the value chain to compete in--and how--and which parts to avoid. The m-commerce value chain There are seven links in the m-commerce value chain. At the bottom is transport: the maintenance and operation of the infrastructure [3] that provides for data communication between mobile users and application providers. The second link consists of basic enabling services, such as server hosting, data backup, and systems integration. Vendors wishing to target wireless customers need these services to make products available via mobile telephones. Transaction support is the third link of the value chain. Many wireless services will require some form of payment--usually from the user to the service provider to pay for, say, books or CDs--but possibly also in the other direction, for refunds or customer reward schemes. Transaction support provides the mechanisms for assisting those transactions, for security, and for billing users. The fourth link is presentation services. Providers convert the content of Internet-based applications, which are formatted in a standard known as HTML (HyperText Markup Language), into a standard such as WML (Wireless Markup Language), an HTML subset suitable for the small, low-resolution screens of wireless devices. Content that isn't already on the Internet can be formatted directly into a wireless standard. Personalization support is the fifth link of the chain. One of the main value propositions of in-commerce is its ability to personalize applications for individual users. Providers that wish to offer the best in-commerce services need information such as the user's name, address, location, and billing details (the number of a credit card or a bank account, for example) and even--because the size of the screen affects the kind of information that can be viewed--the type of device used to connect to the service. …

Ethical sourcing: a contribution to sustainability or a diversion?

Abstract: There is a plethora of codes of practice emerging to help business manage and communicate social and environmental performance, particularly the relationship with suppliers in developing countries. These codes lie at the heart of ethical trading or ethical sourcing, and often tackle issues central to sustainable business. However, there are often separate codes addressing social and environmental criteria, and no real coherence in either their development or implementation. Consequently, the contribution of ethical sourcing to the sustainable business agenda is open to question. This paper, drawing on the work in developing countries of the Natural Resources and Ethical Trade programme as well as others in the field, examines the reasons behind the divergence in social and environmental codes of practice (see note). It explores the contribution ethical sourcing has made to increasing business responsibility, but argues that greater cohesion between social and environmental standards is necessary if this approach to value chain management is to help achieve sustainable business goals. Copyright © 2000 John Wiley & Sons, Ltd and ERP Environment.

The Benefits of IT-Based Supply Chains-Strategic or Operational?

Abstract: Business relationships are being revolutionized by the use of inter-organizational information systems (IOSs) that connect together separate companies' business processes through the application of Information Technology (IT). The physical value chain is now paralleled by the virtual information chain. Detailed case studies from earlier research suggest that there are huge benefits to be gained from concepts such as Electronic Data Interchange (EDI), shared product design databases and shared production scheduling systems. However, there is little empirical evidence of the overall usage and outcomes of IOS implementation. In this survey, IOS benefits are evaluated using marketing derived frameworks. Evidence from 89 United Kingdom (UK)-based organizations, a large proportion of which are trading internationally, suggests that IOSs are becoming pervasive across different business processes and across different types of industry. The analysis reveals that marketing activities are now dominated by t...

Evaluating graduate skills in SMEs: the value chain impact

Abstract: Commences with an examination of SME research, traces how it has progressed over the past two decades and then focuses on the growing interest relating to the application of graduate skills. It primarily results from research carried out between 1996 and 1998, using a database of 206 graduates and 32 firms. The framework of knowledge associated with skills and competitiveness is explored, as is the issue of the categorisation of skills. Two categories are principally identified – personal and business – with listings introduced following a process of qualitative interviews with graduates and managers of SMEs. The lack of consensual paradigms in relation to skills is explored. It is argued that the resulting SME value chain is a valid alternative model with wider application among SME managers.

Supply chain management systems: state of the art and vision

Abstract: Effectively integrating the information and material flows within the demand and supply process is all about supply chain management. Information technology is bringing opportunities and challenges to supply chain management and making it grow at an even faster pace. Supply chain management system can be regarded as a type of distributed information management system, of which agent technology provides the ultimate in its development. This paper reviews the state of the art of conventional supply chain applications provided by top 20 manufacturing software vendors. Requirements for next generation of supply chain management systems are presented in detail.

The business intelligence value chain: data-driven decision support in a data warehouse environment: an exploratory study

Abstract: The recent introduction of a spate of data access applications, such as CLAP and data mining tools, has led to an increased interest on the part of both scholars and practitioners on how best to use and benefit from these tools. This paper reports on six exploratory case studies involving eight decision-makers and seven end-users. A process model based on the Value Chain is proposed and explained. Results show that database usage and information processing practices have indeed grown more sophisticated. Implications for practice and future research aimed at testing the Value Chain model are proposed.