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, the authors investigate a set of strategies for information systems utilization in supply chain integration initiatives and argue that there might be a recommended sequence in using information systems for supply-chain integration.
Abstract: This paper investigates a set of strategies for information systems utilization in supply chain integration initiatives. We argue that there might be a recommended sequence in using information systems for supply chain integration. Support is provided through an analysis of structural relationships of ways in which information systems are utilized for supply chain integration, i.e., Infrastructural Support, Value Creation Management, Logistical Operations, and Supply Chain Management Performance.
272 citations
TL;DR: In this paper, the authors provide conceptual development supporting the valuation of firm-to-firm supply chain connections from the perspective of the focal firm and introduce the concept of supply chain capital, which comprises the value of both the structural configuration and relationship content of the firm's supply chain network.
Abstract: Firms invest millions of dollars annually in developing their supply chains, with the broad goal of increasing their own performance. However, despite the significant resources deployed for supply chain development, the extent to which initiating, maintaining, and managing supply chain relationships contributes to firm success remains unclear. The current article provides conceptual development supporting the valuation of firm-to-firm supply chain connections from the perspective of the focal firm. Based on the social network and economics literatures, the article introduces the concept of supply chain capital, which comprises the value of both the structural configuration and relationship content of the firm's supply chain network. Following theoretical development, a non-exhaustive set of propositions are constructed illustrating multiple ways that supply chain capital can be accrued and exploited for firm-level benefit. Managerial recommendations for investment in supply chain capital are included, as are future directions for research in the area of supply chain networks.
271 citations
TL;DR: The fashion industry has short product life cycles, tremendous product variety, volatile and unpredictable demand, and long and inflexible supply processes as discussed by the authors, which make the industry a suitable avenue for efficient supply chain management practices.
269 citations
TL;DR: The paper focuses on the necessity to revisit the traditional BI concept that integrates and consolidates information in an organization in order to support firms that are service oriented and seeking customer loyalty and retention.
Abstract: Purpose – Rapid innovation and globalization have generated tremendous opportunities and choices in the marketplace for firms and customers. Competitive pressures have led to sourcing and manufacturing on a global scale resulting in a significant increase in products. The paper tries to identify the need for real time business intelligence (BI) in supply chain analytics.Design/methodology/approach – The paper provides argument and analysis of the advantages and hurdles in BI.Findings – The paper focuses on the necessity to revisit the traditional BI concept that integrates and consolidates information in an organization in order to support firms that are service oriented and seeking customer loyalty and retention. Enhancing effectiveness and efficiency of supply chain analytics using a BI approach is a critical component in a company's ability to achieve its competitive advantage.Originality/value – This paper furthers understanding of the issues surrounding the use of BI systems in supply chains.
267 citations
Book•
01 Jan 2002
TL;DR: In this paper, a seven step process for capturing the strategic architecture is described, including the critical path the meaning of dynamics, strategic resources and performance, defining and measuring resources and their flows.
Abstract: Preface. Acknowledgments. Part I: Getting Started. 1. The Critical Path the Meaning of Dynamics . Strategic resources and performance. The problem of valuing businesses and their strategies. Industry factors and firm performance. 2. Strategic Resources the Fuel of Firm Performance. A sharper focus on strategic resources. What is already known about resources and sustained performance. SWOT analysis a poor basis for sound strategy. Winning and keeping resources. Defining and measuring resources and their flows. 3. Getting Specific Quantifying Change. Get quantitative!?the importance of scale, rates of change, and time charts. Adding lumps of resource. Stimulating and exploiting potential resources. Developing resources within the business. Using time charts to estimate resource development. An illustrative scenario for staff development. Developing resources beyond the firm. The failure of correlation methods to explain business performance. 4. Building the Machine Reinforcing Feedback between Resources. Current approach to linkages within and beyond the business. To he who hath shall be given the strength of complementary resources. Resource interdependence an example of self reinforcement in brand building. Reinforcing feedback the magic of exponential growth (but dangers of collapse). Completing the resource system in brands adding limits to potential resources, resource losses, and management decisions. Most resources need not be depleted to build others. Be clear where revenues and costs arise. Resource dynamics and value chain analysis. A practical example rejuvenating a knitwear brand. 5. Removing the Brakes Balancing Feedback Holds Back Growth. Recognizing balancing feedback. Further developments of the banking example. Self balancing resources. A note on spreadsheets, system dynamics, and simulation modeling. 6. The Strategic Architecture Designing the System to Perform. Industry example new product development in car manufacture. A seven step process for capturing the Strategic Architecture. Strategic Architecture: diagnosing performance challenges. Part II: Further Concepts. 7. The Hard Face of Soft Factors the Power of Intangible Resources. Features and impact of intangible resources. Measuring intangible resources. Indirect resources, reflecting people s feelings or expectations regarding issues that concern them. Resource attributes. Integrating intangible resources into the strategic architecture. 8. Into Battle the Dynamics of Rivalry. Type 1 rivalry: developing potential customers. Type 2 rivalry: capturing rivals customers. Type 3 rivalry: competing for sales to shared customers. Simplifying multi competitor dynamics: Strategic Groups. Extending rivalry to resources other than customers. 9. Building the Capability to Perform. Measuring capabilities. Learning as capability building. A process for dealing with capabilities in analyzing performance dynamics. The impact of capabilities on performance of the entire business. From team learning to organizational learning. Leadership team competence. 10. Keeping the Wheels on the Road Steering the Dynamics of Strategy. Managing a single resource the goal and control structure. Dissecting interference between policies. Conflicting goals. Limits to human decision making. Interference between goals and policies. Goals, controls and the Balanced Scorecard (BSC). Illustration of valuing a strategic initiative. 11. Further Developments on Existing Strategy Concepts. Other firm level strategy frameworks. Industry level approaches to strategy. The strategy process. Further opportunities from a resource system approach corporate level strategy. Appendix. References. Index.
264 citations