
Hello,
Welcome to the Value Chain Group newsletter. This month we review the research programs underway validating the Value Chain Operations Reference (VCOR) model. We highlight the Metrics Classification research program at
Arizona
State
University, and update you on the Federated Enterprise Reference Architechecture (FERA) progress and the Integrated Process and Technology Framework (IPTF) formulation.
We hope you find this newsletter informative and encourage you to join as a member. Please forward this newsletter freely to whom you believe would be interested. We welcome your comments.
Read July 2005 Newsletter

Metrics Structure
Arizona
State
University, under the guidance of Dr. Tom Callarman of the business school and Dr. Dan Shunk of the engineering school, teamed with the Value Chain Group to expand the metrics and benchmarking capability of VCOR. The VCOR model consists of 7 Performance Attributes and over 600 Metrics suggestions. They span the activities performed by the extended enterprise with particular emphasis on the measuring the complex interaction between multiple process groupings, such as Develop and Support, or Market and Research. Ultimately, the interaction across the entire Value Chain will be investigated. See VCG's Guiding Principles of Performance Measurement of the Value Chain.
Initially, roughly one-third of the metrics had been validated in use with definitions, formulas and usage within VCOR. Another third had some usable information associated with them and another third were pure suggestions by members. This project focused on the metrics’ consistency and further validation by reclassifying into more logical categories, assigning formulas as required, and aligning them with Performance Attribute Scorecards.
Performance Attributes of the Value Chain include:
| Reliability |
The performance of processes in delivering the correct product or service to the correct market and customers |
| Velocity |
The time at which product or service is developed and delivered to the marketplace |
| Adaptability |
The capability in responding to marketplace changes to gain or maintain competitive advantage |
| Cost |
The costs associated with operating the value chain |
| Assets |
The effectiveness of an organization in managing assets of the value chain to support market and customer satisfaction |
| Innovation |
The ability of company to strategically leverage internal and external sources of ideas and take them to market through multiple paths |
| Customer Experience |
The capability to achieve positive customer feedback |
Members can find the results of this research in VCOR through the ValueScape (demo download) environment and will be presented at Brainstorm BPM Conference, Washington, D.C., Sept 22-23, 2005
Federated Enterprise Reference Architecture (FERA)
Collaborative Product Development Associates (CPDA), Intel, Value Chain Associates and the Automotive Industry Action Group (AIAG), with sponsorship of VCG, has investigated FERA as an Information Technology classification schema for enabling collaboration across the Value Chain. FERA is comprised of 7 inter-related entities:
| Federation Server |
Registers all collaboration entities and defines all associations and all contexts of collaboration |
Gateway
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Manages information transport (messaging) to and from federation to the participating systems. Organizes access attributes into a directory for ease of maintenance. |
Portal
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Generates user interfaces and supports local functions.
Enables administrators to intervene in the federation in the run-time. |
| Event Management |
Provides run-time connection of services into an orchestrated context. Coordinates the flow of information between internal FERA components. |
| Agent Framework |
Provides reasoning required to reconcile business logic between participants in the run-time. Dynamically determines best courses of action in different situations during collaboration.
|
| Collaborative Services |
Enable participants to perform typical tasks and chores of collaboration. |
| Choreography Administration |
Models environment for external and internal process representations. Enable configuration and versioning of the components and information entities. |
Watch for more infomation on the progress of FERA development in future newsletters and the Body of Knowledge section of the VCG website. Specifically, see Vasco Dracun's Executive Summary here
Integrated Process and Technology Framework
Two independent but reconciled process representations that facilitate the mapping of business processes to core collaboration capabilities for accurate, fast and flexible implementations of the process models in a federation. Business is represented by business processes defined in terms of value chain reference models. Information Technology is depicted as an architectural representation to allow mapping of collaborative process models to required resources. This research is to be reported at the Supply Chain Council's Users Seminar, Arlington, VA, Sept 21, 2005 and the Brainstorm BPM Conference, Washington, D.C., September 22-23, 2005.
These research efforts are examples of the collaboration underway to continuously improve VCOR to be the Value Chain Reference framework of preference globally, enabling next generation Business Process Management.

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Articles for Aug-05
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| Closing the Process/Technology Gap |
| Author: Vasco Dracun |
| Release Date: 12-Aug-05 4:00 PM |
| FERA - Federated Enterprise Reference Architecture™ A framework fails if it does not address the full scope of the challenge – the extended design and supply chain. Individual companies no longer define the primary competitive... [More Info] |
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| Interfirm Demand Integration: Bridging the Gap between Demand and Supply Chain Integration |
| Author: Teresa McCarthy |
| Release Date: 8-Aug-05 4:00 PM |
| In practice, many firms plan and execute supply and demand activities separately (Lapide 1998, Vokurka and Lummus 1998). The gap that exists between these two areas limits the potential for competitive advantage in the marketplace. In addition,... [More Info] |
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| The Global Automotive Industry Value Chain: What Prospects for Upgrading by Developing Countries |
| Author: John Humphrey and Olga Memedovic |
| Release Date: 2-Aug-05 11:00 AM |
| The Paper opens by mapping the changes in the global auto industry in the 1990s showing how the rapid growth in sales and production between 1990 and 1997 came largely from the emerging markets rather than the triad regions (North America, the... [More Info] |
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| Stages of Supply Chain Excellence |
| Author: Susan Sherer |
| Release Date: 30-Jul-05 6:00 PM |
| Charles Poirier developed the five levels based on his experience as the head of manufacturing for a packaging company and his work as a partner in CSCs supply chain practice. According to Poirier, each company has to go through these levels as... [More Info] |
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| The Global Wood Furniture Value Chain: What Prospects for Upgrading by Developing Countries. The Case of South Africa. |
| Author: Kaplinsky, et al |
| Release Date: 29-Jul-05 11:00 AM |
| Because of its resource and labour intensity, the wood furniture sector presents an opportunity for developing countries and their firms to participate effectively in the global economy. This paper begins with a brief description of the global... [More Info] |
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| United Nations report -- Inserting local industries into Global Value chains |
| Author: UNIDO |
| Release Date: 29-Jul-05 11:00 AM |
| Rapid technological advancements make fragmenting of activies in all stages of a production value chain increasingly possible. Some segmented activies can be performed in different locations worldwide and reintegrated again into global value... [More Info] |
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| The Global Apparel Value Chain |
| Author: Gary Gereffi and Olga Memedovic |
| Release Date: 29-Jul-05 11:00 AM |
| The paper uses the global value chain framework to explain the transformations in production, trade and corporate strategies that altered the apparel industry over the past decades and changed the conditions for innovation and learning in the... [More Info] |
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