谁有关于 value chain 的英文文章啊 要求:1.以value chain 为主题 2.15000英文字母说话算数 决不骗人

谁有关于 value chain 的英文文章啊 要求:1.以value chain 为主题 2.15000英文字母说话算数 决不骗人
谁有关于 value chain 的英文文章啊
要求:1.以value chain 为主题
2.15000英文字母
说话算数 决不骗人

谁有关于 value chain 的英文文章啊 要求:1.以value chain 为主题 2.15000英文字母说话算数 决不骗人
The Value Chain
To analyze the specific activities through which firms can create a competitive advantage, it is useful to model the firm as a chain of value-creating activities. Michael Porter identified a set of interrelated generic activities common to a wide range of firms. The resulting model is known as the value chain and is depicted below:
Primary Value Chain Activities
Inbound Logistics > Operations > Outbound
Logistics > Marketing& Sales > Service
The goal of these activities is to create value that exceeds the cost of providing the product or service, thus generating a profit margin.
*Inbound logistics include the receiving, warehousing, and inventory control of input materials.
*Operations are the value-creating activities that transform the inputs into the final product.
*Outbound logistics are the activities required to get the finished product to the customer, including warehousing, order fulfillment, etc.
*Marketing & Sales are those activities associated with getting buyers to purchase the product, including channel selection, advertising, pricing, etc.
*Service activities are those that maintain and enhance the product's value including customer support, repair services, etc.
Any or all of these primary activities may be vital in developing a competitive advantage. For example, logistics activities are critical for a provider of distribution services, and service activities may be the key focus for a firm offering on-site maintenance contracts for office equipment.
These five categories are generic and portrayed here in a general manner. Each generic activity includes specific activities that vary by industry.
Support Activities
The primary value chain activities described above are facilitated by support activities. Porter identified four generic categories of support activities, the details of which are industry-specific.
*Procurement - the function of purchasing the raw materials and other inputs used in the value-creating activities.
*Technology Development - includes research and development, process automation, and other technology development used to support the value-chain activities.
*Human Resource Management - the activities associated with recruiting, development, and compensation of employees.
*Firm Infrastructure - includes activities such as finance, legal, quality management, etc.
Support activities often are viewed as "overhead", but some firms successfully have used them to develop a competitive advantage, for example, to develop a cost advantage through innovative management of information systems.
Value Chain Analysis
In order to better understand the activities leading to a competitive advantage, one can begin with the generic value chain and then identify the relevant firm-specific activities. Process flows can be mapped, and these flows used to isolate the individual value-creating activities.
Once the discrete activities are defined, linkages between activities should be identified. A linkage exists if the performance or cost of one activity affects that of another. Competitive advantage may be obtained by optimizing and coordinating linked activities.
The value chain also is useful in outsourcing decisions. Understanding the linkages between activities can lead to more optimal make-or-buy decisions that can result in either a cost advantage or a differentiation advantage.
The Value System
The firm's value chain links to the value chains of upstream suppliers and downstream buyers. The result is a larger stream of activities known as the value system. The development of a competitive advantage depends not only on the firm-specific value chain, but also on the value system of which the firm is a part.
Creating a cost advantage based on the value chain
A firm may create a cost advantage:
* by reducing the cost of individual value chain activities, or
* by reconfiguring the value chain.
Note that a cost advantage can be created by reducing the costs of the primary activities, but also by reducing the costs of the support activities. Recently there have been many companies that achieved a cost advantage by the clever use of Information Technology.

Once the value chain has been defined, a cost analysis can be performed by assigning costs to the value chain activities. Porter identified 10 cost drivers related to value chain activities:
1. Economies of scale.
2. Learning.
3. Capacity utilization.
4. Linkages among activities.
5. Interrelationships among business units.
6. Degree of vertical integration.
7. Timing of market entry.
8. Firm's policy of cost or differentiation.
9. Geographic location.
10. Institutional factors (regulation, union activity, taxes, etc.).
A firm develops a cost advantage by controlling these drivers better than its competitors do. A cost advantage also can be pursued by "Reconfiguring" the value chain. "Reconfiguration" means structural changes such as: a new production process, new distribution channels, or a different sales approach.
Normally, the Value Chain of a company is connected to other Value Chains and is part of a larger Value Chain. Developing a competitive advantage also depends on how efficiently you can analyze and manage the entire Value Chain. This idea is called: Supply Chain Management. Some people argue that network is actually a better word to describe the physical form of Value Chains: Value Networks.
Value Chain Management
Turn your supply chain into a value chain.
The Difference Between a Supply Chain and a Value Chain
Understanding how the Supply Chain integrates with the Value Chain will add to your profitability.
“Value” is defined as “any activity that increases the market form or function of the product or service.” And in today’s business climate, you need to maximize the value of every process in your business.
The Supply Chain focuses on the activities involved with acquiring raw materials and sub assemblies, then getting them through your manufacturing process smoothly and economically. Value Chain Management looks at every step, from raw materials (including those your suppliers’ suppliers use) to your customers and the eventual end user, right down to disposing of the packaging. The goal is to deliver maximum value to the end user for the least possible total cost. And it involves you, your suppliers and your suppliers’ suppliers.
So how do you turn your Supply Chain into a Value Chain? By applying Lean Manufacturing Principles. It’s simple in principle, straight-forward in execution, glorious in results. By adding value and cutting waste (the foundations of Lean Manufacturing) at any and every point in the Supply Chain, you create greater value in your end result, making it more valuable to your customers and/or end users.
And Value Chain Management is much more than just optimizing each step in the supply chain. For example, say you switch to a less expensive package. It might save you money, but it may cost your customer or the end user more to dispose of it and it might make your product look “cheap”, both of which would detract from the overall value of your product. Or you might try reducing warehousing costs by consolidating your inventories. However, if that action increases your delivery time, it might force your customers to inventory more items on site, increasing their costs and reducing the value of your products to them.
How Will Value Chain Management Benefit Me?
By helping you analyze your supply chain with Value Stream Mapping, and then teaching you to apply Lean Manufacturing concepts, you will learn how to “optimize profitability.” That’s right, it helps you make or save money, by making your operation more efficient (or less wasteful), faster, more flexible, and more responsive to your customers’ needs as well as to market forces. It improves every aspect of your business, from increasing on-time deliveries and reducing cycle time, to increasing accuracy of forecasts – all with an eye towards beefing up your bottom line.
According to a survey done by IndustryWeek Magazine, here are some of the changes businesses have experienced with Value Chain Management:
Increased Sales 41% Improvement
Costs Savings 62% Improvement
Increased Market Share 32% Improvement
Reduced Inventory 51% Improvement
Higher Quality 60% Improvement
Faster Delivery Times 54% Improvement
Logisitics Management 43% Improvement
Customer Service 66% Improvement
The Global Value Chains Initiative seeks to develop an industry-centric view of economic globalization that highlights the linkages between economic actors and across geographic space. It is a multi-year effort to test and develop the GVC framework with the aims of creating greater analytical precision, intellectual impact and policy relevance. Our efforts include a research agenda, a publishing thrust, the development and dissemination of industrial upgrading handbooks for practitioners, and a series of intensive workshops convened to test and broaden the framework through interactions among network participants and with the broader academic, policy-making and activist communities.