www.elsevier.com/locate/ijpe Defining value chain architectures: Linking strategic value creation to operational supply chain design Matthias Holweg a, Petri Helo b,n a b Judge Business School, University of Cambridge, UK Department of Production, Faculty of Technology, University of Vaasa, Finland art ic l e i nf o Article history: Received 31 May 2012 Accepted 13 June 2013 Available online 28 June 2013 Keywords: Value chain Supply chain management Operations strategy a b s t r a c
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Executive Summary: The report of the plant manager for RIO BRAVO IV, a subsidiary of Packed Electrical a division of General Motors identifies mistakes made by top management. These mistakes clearly indicate top management failure to use project management principles in starting up a new manufacturing branch. It also points out the learning outcomes when good efforts are placed at the right places and with the right human talent employed. In the new economy organizations have to focus on the
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terms of sales and profits, not to mention speed of inventory management and turnover. Wal-Mart you might think? Dell possibly? Although these two retail giants definitely fit the description, we're talking here about Zara, the flagship specialty chain of Spain-based clothing conglomerate, Inditex. This dynamic retailer is known for selling stylish designs that ' resemble those of big-name fashion houses, but at moderate prices. "We sell the latest trends at low prices, but our clients value our
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only result in better performance in terms of time and money but also promote trust and good relations among all the partners in the supply chain. Barilla made its mark in the world by taking a commodity and selling it in a very different way. They now need to apply this innovative thinking again and use the JITD system and reduce the bullwhip effect in its supply chain. Issue Identification Barilla SpA is a large, vertically integrated Italian pasta manufacturer and in 1990, was the largest
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KEY ELEMENTS OF THE VALUE CHAIN APPROACH WHY USE THE VALUE CHAIN APPROACH? Many people talk about the “value chain approach” but interpretations of what this approach entails—the principles upon which it is based and how these principles are applied through analysis, project design and implementation—vary. Moreover, donors and their implementing partners have different motivations for drawing upon the approach. This paper outlines some of the key features of the value chain approach as articulated
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Product vs. Service Supply Chain Whether tangible products or intangible services, both manufacturing and service industries use different inventory strategies to deliver quality end results to consumers. Supplying a service or a product impacts forecasting and resourcing decisions in different ways. The objectives of the service industry remain similar to the manufacturing industry, fulfilling wants or demands of customers are impacted by the strategies that organizations choose to follow. In
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Quality Control Quality Control Quality Training Manual Kajohn Hillman 6/23/2014 Table of Contents I. Introduction i. History of quality Management ii. The need for Quality Management II. The Role of Leadership i. Role they play in the success ii. Firms adoption of roles and effects of nonexistent role modeling iii. Monitoring and Metrics within the quality management improvements III. General Quality Strategies and Tools i. Establishing customer expectations
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CJ Industries and Heavey Pumps Section 2 Case 1 Chris Stowe Student number: 14210009 2014.11.19 Word Count: 1719 CJ Industries has an opportunity to provide Great Lakes Pleasure Boats with key engine components for their luxury line of pleasure boats. They earned this through the development of a strong buyer-supplier relationship with Great Lakes and this 5-year, $10 million annual contract offers them the chance to have an extended relationship if they can satisfy Great Lakes’ needs
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Tier 2 Supplier | The Indian Automotive Supply Chain Context | | | | | Contents Introduction 4 A Brief History of Indian Auto Sector 4 The Present Scenario 5 Indian Automotive Industry Supply Chain 6 Characteristics of the Auto Supply Chain 8 Tiered Structure 8 Linkage of Suppliers and OEMs 9 Supplier Power – An Industry Level Analysis 10 Clustered Development 11 Financial Position of the Suppliers 12 Supply Chain Challenges in the Auto Industry 13 SM Auto
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Green Supply Chain: from awareness to action 4th Supply Chain Monitor | White paper | 2010-2011 4th Supply Chain Monitor BearingPoint Summary … … … … … Editorial… …………………………………………………………………………………………………………………………………………………… Acknowledgments………………………………………………………………………………………………………………………………………… …… Executive summary…………………………………………………………………………………………………………………………… … Moving…forward…………………………………………………………………………………………………………………………………… … The…new…guidelines… ……………………………………………………………………………………………………………………………
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