GROUP 1

MEMBERS:

Cernardo, Aiman
Padilla, Princess Anne
Reyes, Ralph Alfonso
Sarmiento, Nichole
LEAN THINKING
 Lean Thinking
Lean thinking
• Is an operational excellence strategy that
enables people, and organizations, to
change for the better.
• Is the persistent pursuit and elimination of
waste (Waiting, Defects, Excessive
motion, Lost productivity, and Injury)
 Lean Thinking
• Focused on improving the quality of
our products and services as well as
the stability of our processes.
 Lean house
Lean
A system focused on creating customer
value

Respects for
Continuous
people
improvement
(importance
(tools and
placed on the
concepts of
development
lean)
of people)

Kaizen
Teamwork (change for the Challenges
better)
 Benefits of Lean Thinking
• Improve employee engagement
and morale
• Reduced operating costs
• Improved safety
GREENING THE
SUPPLY CHAIN
 Green supply chain
Green supply chain
• Is achieved by successfully integrating
environmentally responsible principles and
benchmarks into supply chain management.
• Implementing green supply chain practices can lead
to cost savings in the long run. By optimizing energy
and resource usage, reducing waste, and improving
efficiency, you can lower operational costs and
enhance profitability.
 Steps in creating a green supply chain

1. Packaging is key (cardboard and recycled plastic)

2. Mode selection and transit time (intermodal trains)
3. Physical assets and energy usage (solar panel,
insulation, etc.)
4. Working with suppliers
5. Proper measurement and goal setting
6. Emission crackdown
7. Keeping costs down
STRATEGIC VALUE
CHAIN CONCEPTS
 Value chain strategy
Competitive advantage
• is the ability of the company to receive a
profit save against the gains obtained by the
competitor in the market in the same
industry. Additionally, a company's success
can be measured using strategic
competitiveness and high profitability.
 Value chain strategy
Cost advantage
• In business, strategy is how well the
company can make money against the
same industry's competitors' advantages the
same way that the company can.
 Value chain strategy
Differentiation advantage
• This approach is suitable for businesses that
want to make their products and services
stand out in the market.
CORE MARKETING
PROCESSES/
STRATEGY
 Core marketing strategy
Lead management process
• The lead management process outlines the
steps for tracking and reporting on leads as
they are created and move through a funnel,
becoming qualified or disqualified, and
eventually passing through any lead
development representatives to sales or
channel partners.
 Core marketing strategy
Reporting and Analytics Process
• Provide the training and resources necessary to
bring the team up to speed and allow time for the
organization to acclimate to these new expectations.
• It’s a satisfying experience to attend a marketing
status meeting and hear the broader team excitedly
talking about changing their immediate plans based
on last week’s or last month’s significant shift in a
trendline
 Core marketing strategy
Data Management Process
• List import process and designated, trained,
importers.
• Rules for all forms (required fields)
• Normalization guidelines for lists and form
data
• Governance — defined authorization for
what marketing can and cannot do
 Core marketing strategy
Campaign Development Process
• The strategy stage is where the program or campaign
is proposed, the costs and benefits are weighed, and
if approved, it moves to the design stage.
• Marketing processes can be determined by the
campaign structure you utilize
• During the design stage, the campaign brief,
potentially a creative brief, and ultimately the detailed
campaign blueprint are created.
 Core marketing strategy
Content Development Process
• Content operations is responsible for the
optimization of all things content including
strategy, ideation, storage, curation and
measurement housed in a central location and
supported by a content operations platform. A
core value of content operations is the
streamlining of content development and
production.
OUTCOME-DRIVEN
SUPPLY CHAIN
 Outcome-driven supply chains

The supply chains of tomorrow must

deliver varying degrees of six outcomes
(traditional cost-related benefit,
responsiveness, security, sustainability,
resilience, and innovation) depending on
key customers’ needs. (Melnyk et al.
2010)
 Outcome-driven supply chains

When properly designed and

operated, the traditional supply
chain offers customers three primary
benefits (reduced cost, faster
delivery, and improved quality).
 Outcome-driven supply chains

However, managers are increasingly

recognizing that these advantages,
while necessary, are not always
sufficient in the modern business
world.
 Outcome-driven supply chains

A new paradigm is emerging of a

more sophisticated supply chain —
one that also serves as a vehicle for
developing and sustaining
competitive advantage under a
variety of performance objectives.
THE SUPPLY CHAIN
 The supply chain
• The supply chain is the network of
individuals, companies, resources,
activities, and technologies used to make
and sell a product or service.
• A supply chain starts with the delivery of raw
materials from a supplier to a manufacturer
and ends with the delivery of the finished
product or service to the end consumer.
 ZARA-FAST
FASHION AND
PROBLEM
 The Zara-fast fashion and problem

• The company has been accused of

employing harsh labor methods
repeatedly in a number of nations,
including Spain, Brazil, Argentina, and
Myanmar. Workers who work in
Myanmar's supply chain have expressed
concerns about their 11-hour shifts and
unlivable wages.
THE INTERNET
VALUE CHAIN
 The internet value chain
• The Internet ecosystem is complex and
involves multiple activities and players.
We break down the Internet value chain
into five main markets: Content Rights,
Online Services, Enabling
Technology/Services, Connectivity, and
User Interface (devices and
applications).
DELL’S DIRECT
MODEL
 CREATING A
VIRTUAL VALUE
CHAIN
 The value chain
• The series of value-adding activities connecting a
company’s supply side (raw materials, inbound
logistics, and production processes) with its demand
side (outbound logistics, marketing, and sales).
• The process can be mapped via a flow diagram and
then “re-engineered” to increase value or reduce
costs.
• Idea developed by Michael Porter to analyze
sources of competitive advantage.
• Fundamental core concept of business strategy
 The value chain concept
• The chain consists of a series of
activities that create and build
value.
• They culminate in the total value
delivered by an organization.
 Virtual value chain
• Rayport and Sviokla suggest
businesses operate in two worlds:
• A physical world (marketplace)
• A virtual world (marketspace)
• The two spaces are “two interacting
value-adding processes”
 Virtual value chain
Example:
• A phone answering machine is in the
marketplace (it’s physical)
• Electronic answering services are in the
(virtual) marketspace
• Most businesses now operate in both types of
spaces –e.g. e-commerce; newspapers
• Anything that can be digitized can be done in
the “marketspace”
 Creating value in the VVC
“Just as someone takes raw material and
refines it into something useful – as in
the sequence of tasks involved in
assembling an automobile on a
production line – so a manager today
collects raw information and adds value
through these steps.”
 3 stages of value-adding
informational processes
1. Visibility: improve the ability to track
physical operations more effectively.
2. Mirroring capability: substitute virtual
activities for physical ones
3. Create new customer relationships:
use info to deliver value to customers in
new way
 Improving visibility
• Info technology allows managers to “see”
or “track” operations more effectively.
• Example: Frito-Lay’s “info revolution”
initiative
• Managers can visualize the entire chain
from ordering corn to planning local
promos.
 Mirroring capability
“When companies move
activities from the place to the
space, they begin to create a
virtual value chain that parallels
but improves on the physical
value chain.”
 New customer relationship

• Not just creating values in

“the space,” but extracting
new value from it
 New customer relationship
• You are at this new level whenever some new functionality is
offered or when going digital magnifies mirroring greatly
• Online maps: Are they simply a “mirror” of offline maps?
• Amazon’s recommendation system (built on collaborative
filtering)
• Package tracking
• Personalized topic notification systems
• Brand or product communities through listservs or blogs (e.g.
Prius, Engadget.com)
• An example of magnifying – customer communities on steroids