Value Chain Group Articles RSS Feed

VCG-Compassion International Use Case Presentation

Scott Palmer - noemail@value-chain.org — Thu, 09 Dec 2010 14:09:16 GMT

Greetings [firstname],

One of our best and most interesting VCG use cases was recently delivered by Mr. Charles Boudreau, Enterprise Business Architect at Compassion International, a not for profit Christian Ministry. Chuck joined VCG as an Individual Member then took our Path Finder Program where he learned how to practically apply the Business Process Transformation Framework and VRM at Compassion.

In October, Chuck shared his experience at the Business Capabilities Forum and the presentation was so well received VCG asked him to record it. We are now pleased to provide all our constituents with a link to this broadcast: http://www.value-chain.org/Use-Case/Compassion-International/.

This is a great story not only because of the VRM implementation and Framework extension at Compassion, but because of the organization and its mission. Please feel free to forward this to others.

Here are key facts of the project:

The Value Chain Group continues to successfully drive business excellence through best practice process design. We provide our constituents with the Content, Tools and Methods to help you succeed in Business Process Transformation via the VCG Framework. Want to know more? Ask.

Regards,

Scott Palmer

Executive Director

Value Chain Group, Inc.

P +1 412.487.2922

C +1 412.298.1775

Skype scott.palmer3

www.value-chain.org

Value Chain Group on LinkedIn

9-Dec-10 9:09 AM

Value Chain Group Case Study Presentation

Scott Palmer - noemail@value-chain.org — Tue, 28 Sep 2010 12:00:00 GMT

This is a great story not only because of the VRM implementation and Framework extension at Compassion, but because of the organization and its mission. Please feel free to forward this to others.

Here are key facts of the project:

Regards,

Scott Palmer

Executive Director

Value Chain Group, Inc.

P +1 412.487.2922 begin_of_the_skype_highlighting +1 412.487.2922 end_of_the_skype_highlighting

C +1 412.298.1775 begin_of_the_skype_highlighting +1 412.298.1775 end_of_the_skype_highlighting

Skype scott.palmer3

www.value-chain.org

Value Chain Group on LinkedIn

28-Sep-10 8:00 AM

BUSINESS ENGINEERING BUILDING BLOCK

Boris Shishkov - noemail@value-chain.org — Sat, 13 Mar 2010 00:45:00 GMT

In order to utilize the contemporary advanced technology, business processes need sound software support. With respect to this, one frequent cause of software project failure is the mismatch between the business requirements and the actual functionality of the delivered software application. To solve this problem, it is necessary to build software stemming out from a business process model. Aiming at aligning business process modeling and software design in a component-based way, the proposed research investigates the identification of generic business engineering building blocks and their use for building ICT applications which effectively support business processes. Click here for the .pdf of the entire article.

12-Mar-10 7:45 PM

How to become a Member of the Board of Directors?

Praveen Chintakayala - noemail@value-chain.org — Sun, 21 Feb 2010 21:00:00 GMT

How to become a Member of the Board of Directors?

This is a pertinent question for many ambitious people across the world. Yet few find the right answer and much less use that valuable information to become a Board Member.

If the real goal of asking this question is not to become a board member then any time spent on the question is purely academic in nature.

Moreover, if somebody simply wants to attend a board of directors meeting then that is a separate discussion.

Here I am putting my perspective on becoming a board member.

Continued on my blog:

http://acquirebuildandfulfill.blogspot.com/2010/02/how-to-become-member-of-board-of.html

21-Feb-10 4:00 PM

Design Thinking: How to Nurture Future Leaders

Scott Palmer - noemail@value-chain.org — Wed, 30 Sep 2009 11:00:00 GMT

Design thinking brings creative techniques to business. The only problem? No one can agree on how to teach its methods.

It's a scary time to be a new graduate. But some seem more optimistic than others.

Around the world, graduates are emerging from interdisciplinary master's programs that integrate design, technology, and business. These professionals are trained in "design thinking." Sure, it's the latest trendy term to sweep the business world, but it's a technique that designers and executives alike hope may help to provide a solution to some of the world's serious challenges. Read more.....

30-Sep-09 7:00 AM

Cloud Computing and the Promise of On-Demand Business Innovation

Scott Palmer - noemail@value-chain.org — Fri, 31 Jul 2009 13:00:00 GMT

The wow isn't just about technology; it's about process flexibility and reuse that will enable enterprises to quickly serve new customers and launch new lines of business.

By Peter Fingar

Peter Fingar

We are witnessing a seismic shift in information technology, the kind that comes around every decade or so, and it will have a huge impact on business -- especially in today's economy.

First things first: What the hell is Cloud Computing? Definitions and opinions of cloud computing abound. At one point Larry Ellison, CEO of Oracle, declared it to be "complete gibberish" and "insane."

Reasons the enterprise shouldn't adopt cloud computing abound: security, privacy, lack of cost savings, data governance, migration issues, and legal and regulatory issues. Pick your favorite.

Survey Finds BPM Projects Lack Architecture

Scott Palmer - noemail@value-chain.org — Fri, 03 Jul 2009 14:00:00 GMT

By Jeffrey Schwartz - 07/02/2009

Organizations embarking on business process management need to bring in IT architects earlier in the process, according to a report released last week.

Only 52 percent of organizations classified as leaders have enterprise architecture teams leading their BPM efforts, a Web survey of 135 enterprises, showed. Of those described as followers, only 31 percent had enterprise architects leading the efforts.

Value Chains, Value Streams, Value Nets, and Value Delivery Chains

Scott Palmer - noemail@value-chain.org — Mon, 11 May 2009 19:00:00 GMT

by George W. Brown

The Value Chain Group together with partners have developed approaches and methodologies to support the process of successfully aligning business and IT strategies, architecture, design, execution, monitoring and management of the processes. But there has still been a considerable amount of discussion about value chains and related concepts like value streams, value nets and related concepts by those involved in business process change. Read entire article....

11-May-09 3:00 PM

Free VCG - Oliver Wight Webinar

Scott Palmer - noemail@value-chain.org — Wed, 04 Mar 2009 20:00:00 GMT

Hello [firstname],

Please join VCG's free webinar presented by Oliver Wight entitled

Managing in a Tough Economy: Survive Today and Prepare for the Future

11:00 AM to 12:00 PM ET US (16:00-17:00 GMT) on Thursday 19 March 2009

Register Here

This interactive webinar will show participants how to:

• Provide focus on today's business problems while charting strategy for future prosperity.
• Develop strategic processes that reflect best practices.
• Communicate in a concise and repeatable way that promotes consensus.
• Deploy process technologies in the fastest and most efficient way possible.
• Utilize the VRM containing the Oliver Wight Checklist for Business Excellence that facilitates rapid process documentation, design, and overall implementation.

We will also:

• Demonstrate a fundamental process improvement in Master Scheduling.
• Show you how VRM has been configured to produce blueprints for ERP systems to enable the delivery of specific, actionable instructions to your enterprise architects.

Speakers

Rick Burris Oliver Wight Principal more speaker information

Roger Brooks Oliver Wight Principal more speaker information

About Oliver Wight www.oliverwight.com

Sponsor: Value Chain Group www.value-chain.org

Title:		Managing in a Tough Economy: Survive Today and Prepare for the Future

Date:		Thursday 19 March 2009

Time:		11:00 AM-12:00 PM ET USA (16:00-17:00 GMT) Time Zone Converter

Post event, all registrants will recieve a link to the recorded webinar.

Space is limited.
Reserve your Webinar seat now at:
https://www1.gotomeeting.com/register/296458451

System Requirements

PC-based attendees
Required: Windows® 2000, XP Home, XP Pro, 2003 Server, Vista

Macintosh®-based attendees
Required: Mac OS® X 10.3.9 (Panther®) or newer

4-Mar-09 3:00 PM

Advanced BPM program in Australia next week - discount for Group Membership!

caroline smith - noemail@value-chain.org — Thu, 20 Nov 2008 07:00:00 GMT

One day, Certified program led by Global Leader, Steve Towers. Latest Case Studies and innovations - hands-on, practical. Contact details - caroline.smith@icmgworld.com Event locations - Sydney : 24 Nov '08 | Brisbane: 25 Nov '08 | Melbourne : 26 Nov '08 | Perth : 28 Nov '08 |
For more details please visit http://www.BpmTrainingToday.com

Regards
caroline smith
0390160205

20-Nov-08 2:00 AM

Booz Allen Study Finds the World's Leading Corporate Innovators Stepped Up R&D Spending in 2006

Scott Palmer - noemail@value-chain.org — Tue, 16 Oct 2007 19:00:00 GMT

Rise in R&D expenditures now matches sales growth.

North American headquartered companies led the way with a 13% increase; India & China are rapidly boosting their R&D investment, but their share of total spending remains small.

Customer focus yields performance gains.

NEW YORK--(BUSINESS WIRE)--Booz Allen Hamilton's (www.boozallen.com) third annual analysis of the world's 1,000 largest corporate R&D spenders, released today, finds that these corporations increased their R&D investment last year by twice the dollar amount of 2005's R&D spending rise. For the first time in four years, the pace of R&D spending in 2006 caught up to the rate of sales growth among these companies. North American headquartered companies led the way with the largest increase in absolute spending; R&D investment in emerging markets continues to grow rapidly, but remains a relatively small percentage of the global total. Toyota was the largest corporate spender on R&D in 2006, up from third place the prior year. Link to Article....

16-Oct-07 3:00 PM

Interest in XML-Based Standards

Scott Palmer - noemail@value-chain.org — Wed, 29 Aug 2007 12:00:00 GMT

Interoperability and choice are key factors driving strong Open XML adoption in Europe and the U.S.

REDMOND, Wash., Aug. 27 /PRNewswire-FirstCall/ -- IT managers at large organizations are increasingly interested in employing XML-based standards, including Open XML, among their document standards, according to a study of U.S. and European organizations commissioned by Microsoft Corp. The results of the survey, which polled 200 government and private-sector organizations to better understand which factors drive adoption of open document standards, are available in an IDC white paper. Link to the rest of the article....

29-Aug-07 8:00 AM

BPM TAKES ROOT, BUT STILL AN ADJUSTMENT FOR MANY

Scott Palmer - noemail@value-chain.org — Tue, 03 Jul 2007 17:00:00 GMT

Experts agree that business process management (BPM) is a good practice, but say it can be tough to make happen if the people within your organization are more data-focused than process-focused. Read more......

3-Jul-07 1:00 PM

BPM and Project Management

Scott Palmer - noemail@value-chain.org — Tue, 15 May 2007 17:00:00 GMT

This week we want to focus on one single aspect of Business Process Management - what skills are required of Project Managers responsible for managing a Business Process Redesign Project. Specifically, we want to focus on what's required to assure that a Business Process Redesign project progresses smoothly and achieves its objectives.

First of all, we need to distinguish between improvement projects and redesign projects. Improvement projects are undertaken to make an existing process more efficient or effective. Six Sigma is a popular approach to process improvement, and, in some cases, improvement efforts are managed by the person who has the day-to-day management responsibility for the process or by a team lead by a Black Belt. Redesign projects, on the other hand, are undertaken to make major changes in a process that isn't functioning as it should. In the course of a redesign project we consider the possibility of changing the flow of activities, eliminating portions of the process, or automating other parts. A redesign project is usually a more complex and comprehensive project than an improvement project and it requires a manager who is skilled in handling a complex project.

Unlike day-to-day operational management, project management assumes that there is a starting point, a series of steps, and a result, followed by an evaluation of the project outcomes. In the case of Business Process Redesign projects, a project team is assembled to address a specific redesign problem and dissolved when the project is finished. In a nutshell, project managers require a slightly different skill set than day-to-day operational managers.

We don't want to focus on the basic skills required by project managers, in this Advisor. They are well described by the Project Management Institute's Project Management Framework. PMI even offers a Project Business Management Maturity Evaluation Model for those who want to evaluate their organization's project management skills. Similarly, the Software Engineering Institute's CMMI model includes process areas that focus on skills needed by project managers.

In this Advisor, we want to focus on the specific knowledge that project managers need to successfully manage Business Process Redesign projects.

In the course of designing our BPTrends Associates BPM Curriculum, Roger Burlton and I have had many conversations concerning what is required for a successful redesign effort. Earlier, I discussed the same issues with Geary Rummler. And, over the years I have consulted with many companies and observed both skilled and unskilled project managers leading Business Process Redesign projects.

As a result, I tend to focus on four major areas of Business Process Redesign that a BPM project manager needs to understand: (1) Planning and Scheduling, (2) Analysis and Design, (3) Interviewing and Facilitation, and (4) Communication and Change Management

Planning and Scheduling
The first major area involves the planning and scheduling of the project and the development of the project team. Here, a process redesign methodology that specifies phases and suggests who should be involved in each phase will make the project manager's job a whole lot easier.

Analysis and Design
The second major area involves grounding in analysis and redesign techniques redesign teams can use in the course of a project. This is the most complex area and varies according to the nature of the project. Large scale projects, like the redesign of a multi-company supply chain, require techniques that are different from those required on small scale redesign efforts. Automation efforts require techniques that are different from techniques required for projects that are primarily focused on the problems introduced by poorly conceived incentive systems or those that require changes in the way day-to-day process managers interact with those performing the work. Any project manager faced with a process redesign effort will benefit from one or two courses on process analysis and redesign.

Interviewing and Facilitation
The third major area involves BPM interviewing and facilitation techniques. Again, there is much here that is generic, but there are also specific techniques that can be of great use to those engaged in a BPM project. This area is tightly coupled with analysis and design techniques - involved, as it is, with knowing what information is required, what questions should be asked and what resources should be tapped to assure that the data collected is both comprehensive and accurate.

Communication and Change Management
The fourth major area includes BPM communication and change management issues. Once again, there is much here that's generic and anyone involved in either project management or BPM can benefit from general courses in change management. There are also specific BPM concerns, however, and project managers can benefit from a knowledge of the types of resistance that process projects typically encounter and suggestions about when and how to deal with different groups.

To clarify all this a bit, consider Figure 1 which is derived from a BPTrends Associates workshop on project management. Figure 1 provides an overview of one phase of the BPTrends Associates BPM Redesign Methodology. This diagram specifies the primary steps in one phase of a generic Redesign effort. Different groups might call the different phases by slightly different names, but nearly everyone agrees that you need phases that include: Understand or Plan, Analyze, Redesign, Implement, and Roll-Out. Different groups would choose to emphasize slightly different secondary or tertiary activities.

Figure 1. Understand Phases of a BPM Redesign Project

The key thing we want to emphasize is not the general phases or even the secondary phases, however, but their display on a swimlane diagram. On the left side we list some of the groups that should be involved in the project. At the beginning of the project planning effort, the project manager and the team review the list and add to it. In most cases, specific managers are named and swimlanes are created for all of the stakeholders who will be interested in changes to the process. Once we have identified all potential participants in the project, we are ready to consider which one's will need to be involved in each of the secondary or tertiary activities that will occur during the project. In essence, we rearrange the activity rectangles on the diagram to show who is involved in which activities. Some of this simply represents what all project managers do when they plan a project. Some of it, however, focuses the project manager on the tasks that are specific to Business Process Redesign efforts.

The other thing we do is color code the activities to suggest the major emphasis or goal of the activity. Some activities involve interviews to gather data. These activities are undertaken to understand the process that is to be redesigned. We seek to understand the difference, for example, between the process as it exists today (the As-Is process), and the process that management envisions (the To-Be process). We seek to determine the scope of our effort by determining just which activities are to be included in the project and which ones are excluded. These analytic activities are usually the focus in an introductory process redesign class.

Other activities are just as important, however. For example, a business process change project won't succeed without the commitment of the senior managers whose work will be impacted by the changed process. Nor will it be readily accepted and implemented by the employees if they feel the changed process threatens their own day-to-day work life or their existence. In other words, every redesign project requires that the project manager focus on communicating, and effective communication requires that managers understand the basics of change management and the specifics of relating to the different stakeholders involved in the specific project. It isn't enough, however, to simply say that the project team will communicate. Specific activities need to be planned, in advance, to assure that communication occurs. Some interviews are conducted to elicit information. Other interviews are conducted to inform participants of things being considered and to gather early signs of potential resistance. Some sessions are undertaken to obtain the commitment of senior managers, and others are undertaken to assure that that commitment is being turned into practical support. In a similar way, sessions are scheduled with employees to assure that they understand the goals and the alternatives that the project team is considering, and to assure that the employees have opportunities to make inputs to the effort. As appropriate, new people are recruited to the project team to assure that representative concerns are considered throughout the effort.

This discussion hardly scratches the surface of what is involved in the management of a business process redesign effort. Much of the knowledge required of project managers can be derived from general process management experience, however some of the knowledge required of a good BPM project manager is specific to BPM. Knowing the phases that make up a good BPM redesign initiative can result in a much more effective planning and scheduling effort. Knowing something of the kinds of resistance that process change engenders and anticipating groups that will need to be involved in the effort can also help. Finally, of course, knowing the range of analytic and redesign techniques available and knowing what kinds of changes can be made in a cost-effective manner and what kinds of changes are very difficult can make the difference between a successful and a failed process redesign effort.

Business Process Redesign teams benefit from team leaders who are experienced project managers. Moreover, given the widespread corporate interest in BPM, there are significant opportunities for project managers who are familiar with process redesign to help their companies. Managers who want to be effective in the years ahead will want to master the basics of both BPM and project management.

Till next time,

Paul Harmon

15-May-07 1:00 PM

BPM Methodologies and Process Maturity

Paul Harmon - noemail@value-chain.org — Mon, 15 May 2006 13:15:00 GMT

BPM Methodologies and Process Maturity

A business process methodology is a formal description of a procedure that a team can follow to redesign or improve a business process. Some prefer to describe such a procedure as a "framework" to suggest that it provides an overall description of how to proceed, but avoids being too prescriptive. Since we tend to use the term "framework" to refer to a template that can be used to define a set of processes, we prefer to speak of a set of procedural steps as a methodology, and then simply distinguish between more precise and less precise prescriptions. Another way of talking about the distinction is to discriminate between methodologies based on a detailed prescription and those based on heuristics or rules of thumb. Read more here.

15-May-06 9:15 AM

Value Chains Versus Supply Chains

Andrew Feller, et al - noemail@value-chain.org — Wed, 29 Mar 2006 15:00:00 GMT

In this thought provoking article, Andrew Feller, Dan Shunk, and Tom Callarman consider the nature of value chains and supply chains and discuss how companies can synchronize the two to optimize business performance.
Download PDF

29-Mar-06 11:00 AM

The Hidden Challenges of Federated Identity

Phillip J. Windley - noemail@value-chain.org — Tue, 28 Mar 2006 21:00:00 GMT

Federation is the logical goal of identity infrastructures, but achieving it takes more than just technology

March 24, 2006

For years, companies have kept stores of identity information about employees, customers, and partners. These databases and directories are critical components of a company’s identity infrastructure. But as businesses push to create new products and increase productivity, they have discovered that they often must cooperate to provide the services their customers and employees demand. Read More Here....

28-Mar-06 5:00 PM

Global Supply-Chain Management

Debra D'Agostino - noemail@value-chain.org — Fri, 24 Mar 2006 12:00:00 GMT

Supply chains are going global, yet most firms' systems are designed solely for domestic orders.

It's been a difficult time for Larry Merritt, director of global logistics at Lexington Home Brands, in Lexington, N.C. In less than three years, the $167 million home furnishings company has completely changed its business model. "We've gone from being a manufacturer to being an importer," Merritt says. The reason? Globalization. Read more here.

24-Mar-06 8:00 AM

VCG August 2005 Newsletter

Mon, 12 Sep 2005 17:00:00 GMT

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	Manages information transport (messaging) to and from federation to the participating systems. Organizes access attributes into a directory for ease of maintenance.
Portal	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.

Calendar Events for Aug-05 through Nov-05OMG Technical Meeting
Sponsor: OMG and BPM Institute
Speaker's Name: OMG Working Group
Day: 12-Sep-05 0:00 AM
Location: Atlanta, Georgia
Summary: ...
Add to Calendar

Introduction to VCOR
Sponsor: Value Chain Group
Speaker's Name: Stephen Meyer, Executive Director, Value Chain Group
Day: 14-Sep-05 4:00 PM
Location: Go To Meeting Web meeting
Summary: This event is limited to 8 attendees to encourage learning and dialogue....
Add to Calendar

Business Process Management Conference Series
Sponsor: Brainstorm
Speaker's Name: Conference, Brainstorm
Day: 22-Sep-05 0:00 AM
Location: Washington D.C.
Summary: ...
Add to Calendar

12th annual PLM Road Map Conference - September 28 & 29, 2005 at The Dearborn Inn
Sponsor: www.cpd-associates.com
Speaker's Name:
Day: 28-Sep-05 8:30 AM
Location:
Summary: ...
Add to Calendar

Articles for Aug-05

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]

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]

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]

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]

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]

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]

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]

12-Sep-05 1:00 PM

The Global Automotive Industry Value Chain: What Prospects for Upgrading by Developing Countries

John Humphrey and Olga Memedovic - noemail@value-chain.org — Tue, 02 Aug 2005 15:00:00 GMT

The Paper opens by mapping the changes in the global auto industry in the 1990's 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 European Union and Japan). However, for some of these markets the downturn that followed was substantial and prolonged. More

2-Aug-05 11:00 AM