The Value Chain Network : Unlocking Organizational Excellence Through Effective Operating Models / / David W. Walters and Deborah A. Helman

• Autore: Walters David W. <1838?-1865, >
• Pubblicazione: Cham, Switzerland : , : Springer Nature Switzerland AG, , [2023]; ©2023
• Edizione: First edition.
• Descrizione fisica: 1 online resource (428 pages)
• Disciplina: 658.4012
• Soggetto topico: Business logistics - Environmental aspects; Business planning; Sustainable development
• Persona (resp. second.): HelmanDeborah A.
• Nota di bibliografia: Includes bibliographical references.
• Nota di contenuto: Intro -- Contents -- Part I: The Development of the Value Chain Network 3.0 -- 1: Introduction -- The Focus on a Sales Approach -- The Influence of Marketing -- Logistics and PDM -- The Value Chain 1985-2020 -- Value Chain Management 1.0 -- Physical Distribution Management (PDM) and Supply Chain Management -- Value Chain Management 2.0 -- A Dynamic Business Environment and the Future for Value Chain Networks -- Some Basic Network Structures -- Intra and Inter-Industry Network Performance Leverage -- Value Adding as a Collaborative Process -- The Importance of Industry and Market Dynamics: Developments and Shared Resources -- Shared Capabilities as Resources: Cloud Based Platforms -- Covisint® -- Elemica® -- Evaluating Value Added: Value Contribution -- Innovation, Profitability, Productivity, and Risk Management: A Role for Value Chain Management -- The Future of the Value Chain Network -- Value Chain Management 3.0 -- Looking Forward -- References -- 2: Industry and Market Dynamics -- Introduction -- Knowledge Management -- Technology Management -- Process/Activity Management -- Relationship Management -- Network Relationship Management -- Customer Relationship Management -- Competitor Relationship Management -- Supplier Relationship Management -- Process/Activities Management -- Geopolitics -- Industry and Market Dynamics: Emerging Topics -- 'Global Institutions' Regulatory Compliance and Governments' New Interventionism -- Education and Employee Capabilities Development -- Populism/Nationalism -- Stakeholder Value Management, EESG, and the UN'S 17 Development Issues -- Climate Change -- Globalisation and MNCs -- International Financial Management -- International Macro-Economic Management -- Managing Geostrategic Risk -- International HealthCare Management -- International Human Relations. ; Pathways to Competitive Value Advantage Using Industry and Market Dynamics -- References -- 3: Managing Value -- Introduction: What Is Business Value? -- Value Creation Is Increasingly Being Recognised as a Better Management Goal than Strict Financial Measures of Performance -- Value Added and Added Value, Economic Profit and Economic Value Added -- Economic Profit and Economic Value Added -- Economic Profit = Revenues Less Operating Costs Less the Allocated Cost of Capital Usage -- Economic Value to the Customer/Value in Use/Price/Value/Equality -- Setting Value Not Price -- Value Management: Structure and Process -- Value Innovation: Structure and Process -- Value Engineering: Structure and Process -- Value Production: Structure and Process -- Value Delivery: Structure and Process -- Value Serviceability: Structure and Process -- Value Sustainability: Structure and Process -- Value Chain Positioning: Value Migration: Capability Response Management Structure and Process -- Managing Value through the Value Proposition -- What Is a Value Proposition? -- Economic Profit = Revenues Less Operating Costs Less the Allocated Cost of Capital Usage -- Creating the Feasible (Customer Acceptable) and Viable (Value Chain Partnership Network) -- Using the Value Chain Network to Manage "Intra and Inter Organisational Collaboration" and Interactivities -- References -- 4: Performance Value Drivers and Builders -- Introduction -- Identifying Performance Value Drivers -- Performance Value Drivers, Customer Feasibility and Viability Are Essential for Success -- Value Drivers and Value-Led Response Capabilities -- Network Operational Response Capabilities as Performance Value Drivers -- Value Drivers as Response Capabilities -- Exploring Customer Expectations and Developing an Acceptable and Workable Value Proposition. ; Ongoing Operational Performance Value Drivers Expectations of Suppliers' Value -- Generic Supplier Operational Network Value Driver Capability Response Performance to Customer Expectations -- Supplier Identification of Constraints on Capability Response Performance -- Considered Response Options and a Value Proposition for the Network partnership's Stakeholders -- Response Options and Calculating the Cost of the Value Proposition -- Stakeholder Expectations/Value Drivers -- Impact on "Network Organisational Excellence Performance" -- Managing Customer Operational Performance Value Drivers Expectations, Problems and Realistic Capability Responses -- Customer Communicated Problems in Ongoing Relationships -- Recurring Problems Appearing from Monitoring Real-Time Performance -- Strategic Value Performance Builders -- Using the Organisational Excellence Model to Create and Manage Stakeholder Value -- Business Environmental Changes and Challenges -- Industry and Market Dynamics -- Consumer and Industrial Market Trends -- Macro Assessment Criteria -- References -- Part II: Capability Responses and Organisational Excellence -- 5: Introduction -- Strategic Excellence Policy Issues -- Strategic Excellence -- Operational Excellence -- Operational Excellence Component Activities -- Organisational Excellence -- Organisational Excellence: A Model for Success in a Digital Economy -- An Operating Model -- References -- 6: Performance and Positioning -- Introduction -- Performance: Introduction -- Strategy Excellence + Operations Excellence = Operational Excellence -- The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Positioning: Introduction -- Changing and Challenging Industry and Market Dynamics Confronting the Business -- Competitive Value Proposition Positioning: Options for Competitive Advantage and Value Contribution. ; Performance and Positioning: An Example -- Responding to Customer Expectations by Restructuring the Value Chain Network -- References -- 7: Profitability and Productivity -- Introduction -- Seeking Organisational Excellence: The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Economic Profit: Economic Value Added and the Impact on Stakeholder Value Management. Value Contribution: Its Derivation -- Calculating EVA -- The Cost of Capital: Quantitative -- Cost of Equity -- Cost of Debt -- Cost of Capital: Qualitative -- Developing Network Based EVA/Economic Profitability Models -- Considerations that Can Have Impact on Current and Future EVA/Economic Profit Performance -- Productivity -- Operating Economic Value Added: As a Quantitative Measure of Productivity -- Expanding the Perspective of Productivity -- Managing Cash Flow -- References -- 8: Producibility -- Introduction -- What Exactly Is Producibility? -- Producibility Enabling Characteristics of Successful Network Organisations -- Effective and Efficient Process Management Business Process Optimisation: And Relationships as Processes -- Processes and Activities -- What Are End2End Processes? -- Developing a Value Management Strategy -- Identifying and Costing Activity Inputs: Activity Based Management -- Activities and Activity-Based Management (ABM) and Activity-Based Costing (ABC) Application to Producibility Decision Making -- Applying Activity Based Management, Activity-Based Costing and Attribute Based Costing -- Activity Based Management and the Value Proposition -- Producibility: As an Operating Infrasructure Network -- References -- 9: Collaborative Partnerships and People -- Introduction -- Seeking Operational Excellence: The Primary Benefits of a Network Value-Led Operating Model-Collaborative Partnerships -- Collaborative Partnerships. ; Collaborative Partnerships: Secondary Stakeholders as Partners -- Collaborative Partnerships: Suppliers as Partners -- Customers as Partners -- Collaborative Partnerships: Employees as Partners -- Collaborative Partnerships: Employees-Cobots and Humans: Industry 5 -- Collaborative Partnerships: Competitors -- A Real-World Example of Coopetition -- Collaborative Partnerships Industry Consortia -- Collaborative Partnerships: Clusters -- Partnership Essentials Collaborative Partnerships: Future Essential Criteria -- Collaborative Strategic and Operational Alignment -- Digital, Digitalisation, and Connectivity Capabilities -- Communication and Confidentiality -- Functional Engagement -- Shared Value Creation -- Governance -- Expansion of Value Chain Network Applications -- References -- 10: Platforms -- Introduction -- Seeking Operational Excellence: The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Platforms and Ecosystems: A Typology -- Production Possibility Curves, Value Equivalence Applications, Platforms and Mass Customisation -- Applications: Industry Platforms -- Platform Business Models -- Industry Ecosystems -- The Existing Automotive Value Chain Platform: A Composition of Focused Specialist Platform Activities -- Emerging Platform: EV Construction, Distribution and Serviceability -- References -- 11: PlanetCare and Sustainability -- Introduction -- EESG and UN Sustainability and PlanetCare -- Sustainability in the Real World -- Applications of Sustainability -- Environmental Policy -- July 2021 -- Capability Responses and Sustainability -- Capability Responses and Sustainability: Micro Perspectives -- Performance, Positioning and Sustainability Considerations -- Profitability, Productivity, Cash Flow and Sustainability Considerations -- Producibility and Sustainability Considerations. ; Partnerships and People and Sustainability Considerations.
• Titolo autorizzato: The Value Chain Network
• ISBN: 3-031-38000-2
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Lingua di pubblicazione: Inglese
• Record Nr.: 9910765482603321
• Lo trovi qui: Univ. Federico II
• Serie: Future of business and finance.