Topic
Value chain
About: Value chain is a research topic. Over the lifetime, 7206 publications have been published within this topic receiving 224183 citations.
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TL;DR: In this paper, a set of framework conditions to explain the diffusion of renewable energy technologies is used to analyze recent developments in four leading industrial countries, and concludes that Japan and Germany are competing to be the lead countries for the introduction of this technology.
82 citations
TL;DR: In this paper, the authors synthesize the traceability literature through an informational governance perspective, analyzing if and how information can transform production practices while at the same time empowering producing nations.
82 citations
TL;DR: In this article, the authors analyzed how well Brazil, the world's leader in sugarcane production, is positioned to reach these goals by using two conceptual tools: one is the "biomass-based value web" which was developed as an extension of the value chain concept with the aim to capture the links within and between value chains that arise from the cascading and joined use of biomass.
82 citations
TL;DR: An advanced decision support systems based on mathematical programming models for integrated planning that operate on desk-top computers is developed that was used to evaluate strategic production and distribution planning questions in a large consumer products company.
Abstract: The current emphasis on optimizing the value chain, or integrated planning, advocated by business strategists and logistics practitioners indicates that the time is ripe for large increases in the number and scope of mathematical programming applications. Recent breakthroughs in information technology make it possible to develop advanced decision support systems based on mathematical programming models for integrated planning that operate on desk-top computers. We developed an advanced DSS operating on a personal computer that was used to evaluate strategic production and distribution planning questions in a large consumer products company.
82 citations
Journal Article•
TL;DR: Al-Ghamdi and Sami Al-Wuhaibi as mentioned in this paper investigated the extent of strategic planning activities in Saudi Arabian companies and found that only 10% of the planners reported using these techniques regularly with an additional 17% saying only use them frequently.
Abstract: The study highlights the importance of strategic planning tools and techniques. Webster et al. (1989) argued that the usage of available tools and techniques will enhance managers ' analytical and diagnostic skills. The study utilizes thirteen tools and techniques in the questionnaire. Literature review was conducted to support the argument made by Webster et al. (1989). Out of the 72 Saudi organizations investigated, only 10% of the planners reported using these techniques regularly with an additional 17% saying only use them frequently. The most regularly and widely used technique is analysis of critical success factors, followed by benchmarking, and then what if analysis. Swat analysis, product life cycle, and stakeholder analysis had received moderate use, while Pims, experience curve, portfolio analysis, and value chain analysis had received very limited use. Finally, Delphi, cognitive mapping, and Porter's five-force analysis were found to be the least used tools in the sector analysis, the 17 joint venture firms and the 29 large turnover firms declared the greatest use of many of these tools and techniques in comparison with other sectors involved in the study. On average, almost half of the respondents reported that they do not use these strategic tools in their planning activities. Introduction Successful organizations now more than ever recognize the importance of strategic planning in achieving desired business results. Companies clearly have a competitive advantage when they can develop an effective strategic plan. As the saying goes, "If you don't know where you are going, any road will take you there." Most business leaders recognize the importance of strategic planning, but few succeed at translating their strategies into business results. There is an obvious scarcity of research on strategic planning in the Arabian Gulf region, and in Saudi Arabia in particular. The analysis reported here is an attempt to assess the level of using of strategic planning tools and techniques in Saudi Arabia. A working paper by Salem M Al Ghamdi and Sami Al-Wuhaibi (2001) investigated the extent of strategic planning activities in Saudi Arabian companies. The findings showed that Saudi companies are aware and use some form of strategic planning. We are intended in this study to find out what are the tools and techniques used by Saudi companies for such activity. Among many available tools and techniques worldwide, only thirteen tools and techniques were included in the questionnaire (Webster, 1989). These tools and techniques were selected from similar questionnaires conducted on other countries. The selection criteria for these tools are based on an indication of high popularity by firms operating at those surveyed countries. These tools include SWOT analysis, Portfolio analysis, analysis of critical success factors, Porter's five-force analysis, experience curve analysis, PIMS analysis, what if analysis, stakeholders analysis, value chain analysis, benchmarking, product life cycle analysis, cognitive mapping, and Delphi technique. Literature Review Strategic planning is a proactive move that puts an organization in a better position than one that only reacts to emerging events. Its ultimate objective is to close the gap between where the organization is now, and where it would like to be (Gooderham, 1998). It sets direction and a context for decision making so that subsequent decisions at the subunit level can be make in harmony (Gooderham, 1998). Because reaction alone leads nowhere. Action in the short term reality has no meaning unless it takes place in the long term context of a plan. (Godet, et al., 1996) However, strategic planning should not be perceived to eliminate uncertainty surrounding an organization through illusory prediction. But it aims to reduce it as far as possible, change the mental models of the key decision-maker, and to make decisions based as little as possible on hypothetical futures (Schriefer, 1998). …
81 citations