Value chain

About: Value chain is a research topic. Over the lifetime, 7206 publications have been published within this topic receiving 224183 citations.

Coordination, Collaboration and Integration for Supply Chain Management

Abstract: Supply chain management (SCM) is defined as the integration of key business processes from end user through original suppliers providing products, services and information that add value for customers and other stakeholders. The customer is an integral part of the supply chain and the primary purpose of any supply chain is to satisfy customer needs in the process of generating the profit for itself. Supply chain activities begin with a customer order and end with a satisfied customer. There must be an easy access for coordination, collaboration and integration among the suppliers for effective Supply Chain Management. These elements are equally important for fluctuation of orders, inventory maintenance, replenishment lead times, transportation costs etc. Certain incentives are also permitted by the supply chain partners in order to avoid the distortions (unavoidable delays, over ordering etc.). Quality information can prevent manual mistakes in view of the elemental aspects.

The value of Big Data in government: The case of ‘smart cities’

Abstract: The emergence of Big Data has added a new aspect to conceptualizing the use of digital technologies in the delivery of public services and for realizing digital governance. This article explores, v...

Scoping organizational LCA—challenges and solutions

Abstract: Although the largely used life cycle assessment (LCA) was initially targeted for products, it can also be adapted to the organizational level. The resulting methodology is the so-called organizational LCA (O-LCA), introduced by ISO/TS 14072 and being developed by several initiatives. O-LCA’s object of study is the organization and its value chain; it adopts a life cycle approach and assesses a multi-set of environmental impacts. This paper introduces the methodological framework of O-LCA to researchers and practitioners and focuses particularly on the scoping phase. Here, we discuss the solutions adopted for each identified challenge when accommodating product LCA to organizations. Those critical elements are analyzed and contrasted with main baseline initiatives: primarily product LCA standards and also Organisation Environmental Footprint and GHG Protocol. Additionally, small deviations from ISO/TS 14072 that are proposed by the authors are pointed out and explained. An example was made up to illustrate and support the explanations. O-LCA also follows a four-phase approach, including goal and scope definition, inventory, impact assessment, and interpretation. Although product and O-LCA are comparable, main differences are mostly at the scope level, which is very relevant for the subsequent phases of O-LCA. Function is the main basis for the definition of the unit of analysis in product LCA, while in O-LCA, are the organization and its portfolio, which is unique for each organization. The reporting organization should be described in terms of subject of study, sites that are to be partially or totally considered, and period when the organization is depicted. Finally, as in product LCA, the boundary of the studied system is defined that includes direct and indirect activities along the value chain of the organization. Most principles, requirements, and guidelines of product LCA apply for O-LCA, and the major identified differences are at the unit of analysis and boundary definition level. A cross-divergence that affects the perspective of the two methods is that O-LCA is not foreseen for comparative assertions intended to be disclosed to the public.

Knowledge and cultural diffusion along the supply chain as drivers of product quality improvement: The illycaffè case study

Abstract: Purpose – The purpose of this paper is to widen the knowledge base on supply chain learning by exploring and explaining how an enterprise can compete and win in the international market by integrating quality management practices along its supply chain and, above all, by becoming the coordinator in a supply chain learning (SCL) network.Design/methodology/approach – The authors conducted an exploratory case study on a group operating in the coffee market that is universally recognised for the high quality of its products: illycaffe.Findings – This paper illustrates and explains how the illycaffe Group implements, competes and wins in the international market because of its exemplary business strategies, its focus on the competitive priority of quality, and consistent and integrated supply chain management practices that are sustained by an innovative approach: the diffusion of knowledge, know‐how and a culture of excellence in coffee quality along the entire value chain. The authors find that the diffusion...

The Role of Decoupling Points in Value Chain Management

Abstract: All supply chains are not the same. A key factor that affects the design and management of a value chain is the position of the customer order decoupling point; some products are produced to order (e.g. configured to particular customer needs) while others are produced to stock (typically standard products). The customer order decoupling point (CODP) identifies the point in the material flow where the product is linked to a specific customer. This paper discusses the impact of having the decoupling point at different positions, and the distinguishing features for value chain operations upstream the decoupling point (i.e. towards the supplier) versus those downstream the decoupling point (i.e. towards the ultimate customer). Based on these differences, we explore the implication of the CODP on the modelling of value.