Value chain

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

Integrative strategic performance measurement systems, strategic alignment of manufacturing, learning and strategic outcomes: an exploratory study

Abstract: There is considerable interest in the role of strategic performance measurement systems (SPMS), such as balanced scorecards, in assisting managers develop competitive strategies. A distinctive feature of SPMS is that they are designed to present managers with financial and non-financial measures covering different perspectives which, in combination, provide a way of translating strategy into a coherent set of performance measures. There appears to be wide variation in how these systems are configured. However, as yet, there has been little consideration given to identifying underlying information characteristics that might help explain how the systems have beneficial effects. This study identifies a key dimension of SPMS, integrative information, as being instrumental in assisting managers deliver positive strategic outcomes. Three interrelated dimensions of integrative SPMS were identified in this study. The first, strategic and operational linkages, was a generic factor that captures the overall extent to which the systems provide for integration between strategy and operations, and integration across elements of the value chain. The second attribute, customer orientation, focuses on customer linkages and includes financial and customer measures. The third dimension, supplier orientation, is based on linkages to suppliers and includes business process and innovation measures. A model is developed that predicts that integrative SPMS will enhance the strategic competitiveness of organizations. It is proposed that the influence of integrative SPMS on strategic outcomes is indirect through the mediating roles of alignment of manufacturing with strategy and organizational learning. Data from a survey of 80 strategic business units provide varying support for the proposed relationships.

Logistics and supply chain management : creating value-adding networks

Abstract: ToC (new and updated chapters in bold) Chapter 1 : Logistics & Competitive Strategy This chapter will look at how logistics capabilities and supply chain excellence can help companies gain a competitive advantage. It will also look at the relationship between logistics and financial performance. Case Study : Dell (updated from 1998 version) Chapter 2 : Logistics & Customer Value This chapter focuses on the ways in which customer value can be created and delivered through the supply chain. The theme will be demand-driven and responsive supply chain strategies. Case Study : Zara (updated from 1998 version) Chapter 3 : Measuring Logistics Costs and Performance The content of this chapter will be about the need to understand the 'costs-to-serve'. Issues such as customer profitability analysis and benchmarking will be included. Case Study : Wal-Mart/K-Mart (new) Chapter 4 : Creating the Agile Supply Chain The concept of the agile supply chain is developed in this chapter and the building blocks of the agile paradigm explained. The differences between 'lean' and 'agile' will be discussed. Case Study : The challenge of the 3-day car (new) Chapter 5 : Strategic Lead-Time Management Time compression is the focus of this chapter including the search for ways in which non-value adding time can be removed from the pipeline. Case Study : Hewlett Packard CD/RW (new) Chapter 6 : Managing the Global Pipeline The particular challenges of global supply chains will be discussed in this chapter. The pros and cons of global sourcing and offshore manufacturing will be presented. The need to understand the total supply chain impact of globalisations will be emphasised. Case Study : Dyson (new) Chapter 7 : Managing the Supply Chain in an Era of Uncertainty This chapter will examine the ideas of supply chain risk and vulnerability and will explore ways in which supply chain resilience can be improved. Case Study : Nokia/Ericsson (new) Chapter 8 : Managing Networks and Relationships The idea of the supply chain as an interdependent network of organisations that jointly combine to deliver customer value is introduced. The idea of supply chain 'orchestration' is discussed. Case Study : Li & Fung (new) Chapter 9 : Overcoming the Barriers to Supply Chain Integration The fundamental business transformations that are required to enable supply chain integration to become a reality are examined. The characteristics of effective supply chains will be presented. Case Study : GM/Vectra (new)

Supply chain management: a strategic perspective

Abstract: Many leading firms in the USA have adopted an integrated strategic approach to purchasing and logistics management known as supply chain management. As the twenty‐first century begins, supply chain management has become a significant strategic tool for firms striving to improve quality, customer service and competitive success. This article surveyed senior managers in various industries to study the prevalent supply chain management and supplier evaluation practices. The study reduced these practices to a smaller set of constructs and related the constructs to firm performance. The results show that many constructs were correlated with firm performance and that some constructs were found to adversely affect performance.