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Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,valuechain,Value Chain,bc,CHI,Copyright 1998 Bain&Company,Inc.,Value Chain Analysis,Bc,Click here to type page title,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,valuechain,Author:Tom Macina,Reviewers:Scott Bender,Peter Fisher,Cyrus Villa,Ammar Maraqa,bc,Value Chain,March 1998,Copyright 1998 Bain&Company,Inc.,2,valuechain,Value Chain,Agenda,The concept,Value Chain methodology,Example,3,valuechain,Value Chain,The Concept,Value chain analysis is a systematic method for disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantage,Value chain analysis can be used to identify opportunities to,gain cost advantage/improve performance,increase competitive differentiation,Value chain analysis is an analytical tool which can help provide clarity to consultants and clients,allows distinct boundaries to be drawn across business(or industry)process,allows consultant to clearly evaluate and prioritize activities on which to focus,facilitates client understanding,4,valuechain,Value Chain,Generic Value Chain,Successively finer disaggregations of activities are made to expose differences important to competitive advantage,The generic value chain consists of six general activities.,Tech.,R&D,Purchasing/,Inbound,Logistics,Manufact-,uring/,Operations,Marketing&,Sales,Distribution/Outbound,Logistics,Service,5,valuechain,Value Chain,Common Uses,Value chain analysis can be used as an analytical tool in two general situations.,Value Chain Analysis,as a tool for,Competitive Advantage,Cost Analysis/Performance Improvement,Competitive Positioning,RCP,Re-engineering,Business definition,VMR/Industry collaboration,Competitive differentiation,Drawing business boundaries,6,valuechain,Value Chain,Distribu-tion/,Outbound,Logistics,Service,Value Chain Scope,The scope of the value chain depends largely on the purpose for which the tool is being used.,System or Industry Value Chain:,Firm Value Chain:,Major Activity Value Chain:,Tech.,R&D,Purchas-ing/,Inbound,Logistics,Manu-,facturing/,Operations,Marketing&,Sales,Material,Preparation,Conversion,Final,Assembly,Quality,Assurance,Packaging,Inputs,(Supplier),Conversion,(Manufacturer),Distribution,(Distributor/,Retailer),Consumption,(End-User),VMR,Cost Analysis,Process,Re-engineering,Cost Analysis,Sample Use,7,valuechain,Value Chain,When to Use Value Chain Analysis,Cost Analysis/RCP,Process Re-Engineering,Business Definition,VMR/Industry Collaboration,Competitive Positioning,Map Major Activities,Map Sub-Activities,Always,Sometimes,Unlikely,8,valuechain,Value Chain,Agenda,The concept,Value Chain methodology,Example,9,valuechain,Value Chain,Value Chain Methodology(1 of 2),1.What are the activities?,2.Which activities are most critical?,3.Which critical activities provide the most opportunity?(Where is the most leverage?),Tech.,R&D,Purchas-ing/,Inbound,Logistics,Manu-,facturing/,Opera-tions,Marketing&,Sales,Distri-,bution/,Outbound,Logistics,Service,Tech.,R&D,Purcha-,sing/,Inbound,Logistics,Marketing,&,Sales,Distri-,bution/,Outbound,Logistics,Manu-,facturing/,Operations,Service,?,There are three steps in doing value chain analysis.,10,valuechain,Value Chain,Value Chain Methodology(2 of 2),1.What are the activities?,?,Step one is determining the appropriate activities to map.,Determine key steps in designing,producing,marketing,delivering and supporting a product or service,Activities can be separated and grouped based on,different economics,processes using different people/equipment/technology,high or growing percentage of total cost,distinction in mind of customer,Helpful methodology in mapping out activities:,product flow,order flow,paper flow,11,valuechain,Value Chain,Sanding/,Dusting,Manu-,facturing,Cutting,Packaging,Cooking,Forming,Wrapping,Bulk,Containers,Major Activities:,Sub-Activities:,Wrapping individual candies,Bagging individually wrapped candies for retail sale,Placing individually wrapped candies in bulk containers for delivery to retail outlets that sell loose candy,Find“break points”in the process flow,cooking through sanding all one continuous line,product conveyed to wrapping line,Packaging was actually separated into two activities,as there are two different product paths following wrapping,most process steps similar,however,suggesting a“packaging”grouping,Bagging,Drawing Activity Boundaries(Candy Co.Example),12,valuechain,Value Chain,Value Chain Methodology(1 of 3),2.Which activities are most critical?,Step two is determining which activities are most critical.,Cost Analysis Case,Tech.,R&D,Purch-,asing/,Inbound,Logistics,Manu-,facturing/,Opera-tions,Market-,ing&,Sales,Distri-,bution/,Outbound,Logistics,Service,5%,35%,30%,15%,10%,5%,What are cost drivers?,Explanation:,Percent of total cost:,Allocate costs to each major activity,Determine which activities account for the greates
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