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The Concept of Value Chain Approach

Dr.Kedar Karki

 activities

through which a firm develops a competitive advantage and creates shareholder value,  it is useful to separate the business system into a series of value-generating activities referred to as the value chain.

 The

goal of these activities is to offer the customer a level of value that exceeds the cost of the activities, thereby resulting in a profit margin.

1985 Michael Porter generic value chain model
 Michael

Porter introduced a generic value chain model that comprises a sequence of activities found to be common to a wide range of firms. Porter identified primary and support activities as shown in the following diagram:

Porte r' s G ene ric V alu e Chain
Porter's Generic Value Chain 
M A Inbound  Logist ics  Outbound  Logistics  Marketing &  Sales 




Firm Infrastructure  HR Management  Technology Development  Procurement 

The primary value chain activities are:

  

Inbound Logistics: the receiving and warehousing of raw materials, and their distribution to manufacturing as they are required. Operations: the processes of transforming inputs into finished products and services. Outbound Logistics: the warehousing and distribution of finished goods.

The primary value chain activities are:
 Marketing

& Sales: the identification of customer needs and the generation of sales.  Service: the support of customers after the products and services are sold to them.

These primary activities are supported by:

 The

infrastructure of the firm: organizational structure, control systems, company culture, etc.  Human resource management: employee recruiting, hiring, training, development, and compensation.

These primary activities are supported by:
 Technology

development: technologies to support value-creating activities.  Procurement: purchasing inputs such as materials, supplies, and equipment.

Cost Advantage and the Value Chain
 Porter

identified 10 cost drivers related to value chain activities:  Economies of scale  Learning  Capacity utilization  Linkages among activities  Interrelationships among business units

10 cost drivers related to value chain activities:
 Degree

of vertical integration  Timing of market entry  Firm's policy of cost or differentiation  Geographic location  Institutional factors (regulation, union activity, taxes, etc.)

Differentiation and the Value Chain
 Policies

and decisions  Linkages among activities  Timing  Location  Interrelationships

Differentiation and the Value Chain
 Learning  Integration  Scale

(e.g. better service as a result of large scale)  Institutional factors

Technology and the Value Chain
 Inbound

Logistics Technologies  Transportation  Material handling  Material storage  Communications  Testing  Information systems

Operations Technologies
 Process  Materials  Machine

tools  Material handling  Packaging

Operations Technologies
 Maintenance  Testing  Building

design & operation  Information systems

Outbound Logistics Technologies
 Transportation  Material

handling  Packaging  Communications  Information systems

Marketing & Sales Technologies
 Media  Audio/video  Communications  Information


Service Technologies
 Testing  Communications  Information


Linkages Between Value Chain Activities
 Value

chain activities are not isolated from one another. Rather, one value chain activity often affects the cost or performance of other ones. Linkages may exist between primary activities and also between primary and support activities.

Linkages Between Value Chain Activities
 Consider

the case in which the design of a product is changed in order to reduce manufacturing costs. Suppose that inadvertently the new product design results increased service costs; the cost reduction could be less than anticipated and even worse, there could be a net cost increase.

Outsourcing Value Chain Activities
 Whether

the activity can be performed cheaper or better by suppliers.  Whether the activity is one of the firm's core competencies from which stems a cost advantage or product differentiation.

Outsourcing Value Chain Activities
 The

risk of performing the activity inhouse. If the activity relies on fast changing technology or the product is sold in a rapidly-changing market, it may be advantageous to outsource the activity in order to maintain flexibility and avoid the risk of investing in specialized assets.

Outsourcing Value Chain Activities
 Whether

the outsourcing of an activity can result in business process improvements such as reduced lead time, higher flexibility, reduced inventory, etc.

The Value Chain System

firm's value chain is part of a larger system that includes the value chains of upstream suppliers and downstream channels and customers. Porter calls this series of value chains the value system, shown conceptually below:

The Value System

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