问题描述：
谁那里有关于value chain(价值链)的英文文章
要英文的 10000字符 有中文更好啊 急 今天就用啊
要英文的 10000字符 有中文更好啊 急 今天就用啊
问题解答：
我来补答
分析企业价值创造相关联的各项经营活动. Michael Porter的Value Chain Framework[价值链架构]解析. (‘85) - 汉语
Michael Porter的Value Chain Framework[价值链架构]是一项用来分析与价值创造和竞争优势培育相关联的各项企业活动的管理模型.
价值链上的各项活动
主要活动（一线运营功能）
进货物流（Inbound Logistics）. 包括接收、入库、库存控制、运输规划等.
制造运营（Operation）. 包括加工、包装、组装、设备维护、测试以及其他所有将资源输入转变为产品输出的价值创造活动.
出货物流（Outbound Logistics）. 此项活动目的是使终端产品送抵消费者,包括 入库、订单实现、运输、分销管理,等等.
市场营销（Marketing and Sales）. 包括一系列促使消费者购买产品的活动： 渠道选择、广告、市场促进、销售、定价、零售管理,等等.
售后服务（Service）. 包括维持和提高产品价值的一系列活动： 用户支持、维修服务、安装、培训、备用件管理、升级,等等.
支持活动（行政功能及其他企业运营环节）
采购（Procurement）. 采购物项包括原材料、服务、零备件、建筑及机器,等等.
技术发展（Technology Development）. 支持价值链上各项活动的技术发展, 例如： 研发、流程自动化、设计及再设计.
人力资源管理（Human Resource Management）. 包括招募、发展培训（教育）、人力资源保持、员工及管理人员薪酬回报,等等.
企业基础建设（Firm Infrastructure）. 包括企业一般管理、规划管理、质量管理、以及法律、财务、会计、公共事务等各项管理活动.
基于价值链的成本优势
企业能够通过以下两个手段产生创造成本优势：
减少单项价值创造活动的成本；
对价值链进行重新配置.
值得注意的是,成本优势不仅可以通过减少主要活动的成本获得,同样也可以通过减少支持活动的成本获得. 今天,已经有越来越多的公司通过使用信息技术获得成本优势.
对价值链进行定义之后,就可以通过对价值创造各项活动成本的分摊来进行成本分析. Porter列出了10个与价值链活动紧密相关的成本动因（Cost Drivers）：
经济规模（Economies of Scale）.
企业学习（Learning）.
能力运用（Capacity Utilization）.
各活动之间的联结（Linkages among Activities）.
战略事业单元之间的相互关系（Interrelationships among Business Units）.
垂直一体化的程度（Degree of Vertical Integration）.
市场进入的时间（Timing of Market Entry）.
企业的成本领先或差异化政策（Firms of Policy of Cost or Differentiation）.
地理位置（Geographic Location）.
制度化因素（政策规定、工会势力、税收,等等）.
企业如果较之竞争对手更好地控制以上成本动因,就能够获得成本优势. 如前所说,企业还可以通过重组价值链来获得成本优势, 重组意味着价值链结构的变化,如： 新的生产流程、新的分销渠道、或者不同的销售方法.
通常,公司的价值链往往与其他价值链相联系,并成为一个更大的价值链的一部分. 创造企业的竞争优势,还取决于企业对这个更大的价值链的分析和管理能力. 这就是运筹学上的 供应链管理（Supply Chian Management）. 有些人更认为,或许用另外一个词来描述价值链更为准确,即 价值网络（Value Networks）.
参考书： Michael E. Porter - Competitive Advantage [中译本《竞争优势》,华夏出版社,2005] - Search at Amazon
Value chain
From Wikipedia, the free encyclopedia
(Redirected from Value Chain)
Jump to: navigation, search
Contents [hide]
1 The Value Chain Model
2 When not to apply The Value Chain
3 Further Developments in Value Chain Research
4 References
5 See also
6 External links
[edit] The Value Chain Model
Popular VisualizationThe value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.
It is important not to mix the concept of the value chain, with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds to much of the value of the end product, since a rough diamond is a lot less valuable than a cut diamond.
The value chain categorizes the generic value-adding activities of an organization. The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales, and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, R&D, and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. Its ultimate goal is to maximize value creation while minimizing costs.
The concept has been extended beyond individual organizations. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).
Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system.
The Supply-Chain Council, a global trade consortium in operation with over 700 member companies, governmental, academic, and consulting groups participating in the last 10 years, manages the de facto universal reference model for Supply Chain including Planning, Procurement, Manufacturing, Order Management, Logistics, Returns, and Retail; Product and Service Design including Design Planning, Research, Prototyping, Integration, Launch and Revision, and Sales including CRM, Service Support, Sales, and Contract Management which are congruent to the Porter framework. The "SCOR" framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the US DOD has adopted the newly-launched "DCOR" framework for product design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.
A value chain reference model (VCOR) has been developed by the Value Chain Group to offer de facto standard for value chain management encompassing one unified reference framework representing the process domains of product development, customer relations and supply networks called the Value Chain Operations Reference model,or VCOR. VCOR is the next generation Business Process Management that extends the Supply Chain processes of Acquire, Build, Fulfill and Support to include Market, Research, Develop, Brand, Sell and Support. The three centers of excellence are product excellence, operations excellence, and customer excellence.
[edit] When not to apply The Value Chain
Porter's basic model describes an industrial organization buying raw materials and transforming these into physical products.
In 1985, when Porter introduced the Value Chain, around 60% of most western economies' workforces were active in service industries. In 2006, most service industries in western countries employ over 80% of the workforce.
Critique on the Value Chain model and its applicability to services organizations has since been voiced by both academics and practitioners. See for example (Peppard and Rylander, 2007) and (Van Middendorp, 2005). Porter's focus on 'either or' strategies and competition as the main driving force in any industry, are not that well suited to the complexity of most industries today. Collaboration in addition to competition and differentiation in addition to low cost are common drivers. Furthermore, Porter is focused on the tangible outcomes of cost, revenue, margin and basic configuration of business activities. The Value Network may be the mental model that embraces the linear Value Chain Model and that adds an extra dimension for those seeking to make sense of complexity as we see it in organizations and their environment today.
[edit] Further Developments in Value Chain Research
More recently, the term value grid has been developed to highlight the fact that competition in the value chain has been shifting away from the strict linear view defined by the traditional 'value chain' model (Pil and Holweg, 2006).
The value chain in its original sense was defined as a sequence of value-enhancing activities. In its simplest form, raw materials are formed into components, which are assembled into final products, distributed, sold, and serviced. Frequently, the activities span multiple organizations. This orderly progression of activities allows managers to formulate profitable strategies and coordinate operations.
However, it can also put a stranglehold on innovation at a time when the greatest opportunities for value creation (and the most significant threats to long-term survival) often originate outside the traditional, linear view. Traditional value chains may have worked well in landline telecommunications and automobile production during the last century, but today innovation comes in many shapes and sizes—and often unexpectedly.
Pil and Holweg hence argue for seeing value creation as multidirectional rather than linear. Given the constant tension between opportunity and threat, firms need to explore opportunities for managing risks, gaining additional influence over customer demand, and generating new ways to create customer value. Nokia, for example, is legendary for having the foresight to lock in critical components that were in short supply, allowing it to achieve significant market share growth. However, a few years ago it suffered a setback when competitors used the same strategy to take advantage of shifts in the demand for LCD displays.
Protection against such fickle reversals calls for a more complex view of value—one that is based on a grid as opposed to the traditional chain. The grid approach allows firms to move beyond immediately recognizable opportunities and across industry lines. This permits managers to identify where other companies—perhaps even those engaged in entirely different value chains—obtain value, line up critical resources, or influence customer demand. The new paths can be vertical; horizontal; and even diagonal. Successful managers need to learn how to assemble multi-faceted value grids that leverage new opportunities and respond to new threats.
[edit] References
Pil, F.K. and Holweg, M. (2006) "Evolving from value chain to value grid." MIT Sloan Management Review, 47(4): 72-80
Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management. Youngstown, NY 2006, ISBN 1-934043-10-9.
Michael E. Porter (1985) Competitive advantage: creating and sustaining superior performanceP33 The Free Press
Michael Porter的Value Chain Framework[价值链架构]是一项用来分析与价值创造和竞争优势培育相关联的各项企业活动的管理模型.
价值链上的各项活动
主要活动（一线运营功能）
进货物流（Inbound Logistics）. 包括接收、入库、库存控制、运输规划等.
制造运营（Operation）. 包括加工、包装、组装、设备维护、测试以及其他所有将资源输入转变为产品输出的价值创造活动.
出货物流（Outbound Logistics）. 此项活动目的是使终端产品送抵消费者,包括 入库、订单实现、运输、分销管理,等等.
市场营销（Marketing and Sales）. 包括一系列促使消费者购买产品的活动： 渠道选择、广告、市场促进、销售、定价、零售管理,等等.
售后服务（Service）. 包括维持和提高产品价值的一系列活动： 用户支持、维修服务、安装、培训、备用件管理、升级,等等.
支持活动（行政功能及其他企业运营环节）
采购（Procurement）. 采购物项包括原材料、服务、零备件、建筑及机器,等等.
技术发展（Technology Development）. 支持价值链上各项活动的技术发展, 例如： 研发、流程自动化、设计及再设计.
人力资源管理（Human Resource Management）. 包括招募、发展培训（教育）、人力资源保持、员工及管理人员薪酬回报,等等.
企业基础建设（Firm Infrastructure）. 包括企业一般管理、规划管理、质量管理、以及法律、财务、会计、公共事务等各项管理活动.
基于价值链的成本优势
企业能够通过以下两个手段产生创造成本优势：
减少单项价值创造活动的成本；
对价值链进行重新配置.
值得注意的是,成本优势不仅可以通过减少主要活动的成本获得,同样也可以通过减少支持活动的成本获得. 今天,已经有越来越多的公司通过使用信息技术获得成本优势.
对价值链进行定义之后,就可以通过对价值创造各项活动成本的分摊来进行成本分析. Porter列出了10个与价值链活动紧密相关的成本动因（Cost Drivers）：
经济规模（Economies of Scale）.
企业学习（Learning）.
能力运用（Capacity Utilization）.
各活动之间的联结（Linkages among Activities）.
战略事业单元之间的相互关系（Interrelationships among Business Units）.
垂直一体化的程度（Degree of Vertical Integration）.
市场进入的时间（Timing of Market Entry）.
企业的成本领先或差异化政策（Firms of Policy of Cost or Differentiation）.
地理位置（Geographic Location）.
制度化因素（政策规定、工会势力、税收,等等）.
企业如果较之竞争对手更好地控制以上成本动因,就能够获得成本优势. 如前所说,企业还可以通过重组价值链来获得成本优势, 重组意味着价值链结构的变化,如： 新的生产流程、新的分销渠道、或者不同的销售方法.
通常,公司的价值链往往与其他价值链相联系,并成为一个更大的价值链的一部分. 创造企业的竞争优势,还取决于企业对这个更大的价值链的分析和管理能力. 这就是运筹学上的 供应链管理（Supply Chian Management）. 有些人更认为,或许用另外一个词来描述价值链更为准确,即 价值网络（Value Networks）.
参考书： Michael E. Porter - Competitive Advantage [中译本《竞争优势》,华夏出版社,2005] - Search at Amazon
Value chain
From Wikipedia, the free encyclopedia
(Redirected from Value Chain)
Jump to: navigation, search
Contents [hide]
1 The Value Chain Model
2 When not to apply The Value Chain
3 Further Developments in Value Chain Research
4 References
5 See also
6 External links
[edit] The Value Chain Model
Popular VisualizationThe value chain, also known as value chain analysis, is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance.
It is important not to mix the concept of the value chain, with the costs occurring throughout the activities. A diamond cutter can be used as an example of the difference. The cutting activity may have a low cost, but the activity adds to much of the value of the end product, since a rough diamond is a lot less valuable than a cut diamond.
The value chain categorizes the generic value-adding activities of an organization. The "primary activities" include: inbound logistics, operations (production), outbound logistics, marketing and sales, and services (maintenance). The "support activities" include: administrative infrastructure management, human resource management, R&D, and procurement. The costs and value drivers are identified for each value activity. The value chain framework quickly made its way to the forefront of management thought as a powerful analysis tool for strategic planning. Its ultimate goal is to maximize value creation while minimizing costs.
The concept has been extended beyond individual organizations. It can apply to whole supply chains and distribution networks. The delivery of a mix of products and services to the end customer will mobilize different economic factors, each managing its own value chain. The industry wide synchronized interactions of those local value chains create an extended value chain, sometimes global in extent. Porter terms this larger interconnected system of value chains the "value system." A value system includes the value chains of a firm's supplier (and their suppliers all the way back), the firm itself, the firm distribution channels, and the firm's buyers (and presumably extended to the buyers of their products, and so on).
Capturing the value generated along the chain is the new approach taken by many management strategists. For example, a manufacturer might require its parts suppliers to be located nearby its assembly plant to minimize the cost of transportation. By exploiting the upstream and downstream information flowing along the value chain, the firms may try to bypass the intermediaries creating new business models, or in other ways create improvements in its value system.
The Supply-Chain Council, a global trade consortium in operation with over 700 member companies, governmental, academic, and consulting groups participating in the last 10 years, manages the de facto universal reference model for Supply Chain including Planning, Procurement, Manufacturing, Order Management, Logistics, Returns, and Retail; Product and Service Design including Design Planning, Research, Prototyping, Integration, Launch and Revision, and Sales including CRM, Service Support, Sales, and Contract Management which are congruent to the Porter framework. The "SCOR" framework has been adopted by hundreds of companies as well as national entities as a standard for business excellence, and the US DOD has adopted the newly-launched "DCOR" framework for product design as a standard to use for managing their development processes. In addition to process elements, these reference frameworks also maintain a vast database of standard process metrics aligned to the Porter model, as well as a large and constantly researched database of prescriptive universal best practices for process execution.
A value chain reference model (VCOR) has been developed by the Value Chain Group to offer de facto standard for value chain management encompassing one unified reference framework representing the process domains of product development, customer relations and supply networks called the Value Chain Operations Reference model,or VCOR. VCOR is the next generation Business Process Management that extends the Supply Chain processes of Acquire, Build, Fulfill and Support to include Market, Research, Develop, Brand, Sell and Support. The three centers of excellence are product excellence, operations excellence, and customer excellence.
[edit] When not to apply The Value Chain
Porter's basic model describes an industrial organization buying raw materials and transforming these into physical products.
In 1985, when Porter introduced the Value Chain, around 60% of most western economies' workforces were active in service industries. In 2006, most service industries in western countries employ over 80% of the workforce.
Critique on the Value Chain model and its applicability to services organizations has since been voiced by both academics and practitioners. See for example (Peppard and Rylander, 2007) and (Van Middendorp, 2005). Porter's focus on 'either or' strategies and competition as the main driving force in any industry, are not that well suited to the complexity of most industries today. Collaboration in addition to competition and differentiation in addition to low cost are common drivers. Furthermore, Porter is focused on the tangible outcomes of cost, revenue, margin and basic configuration of business activities. The Value Network may be the mental model that embraces the linear Value Chain Model and that adds an extra dimension for those seeking to make sense of complexity as we see it in organizations and their environment today.
[edit] Further Developments in Value Chain Research
More recently, the term value grid has been developed to highlight the fact that competition in the value chain has been shifting away from the strict linear view defined by the traditional 'value chain' model (Pil and Holweg, 2006).
The value chain in its original sense was defined as a sequence of value-enhancing activities. In its simplest form, raw materials are formed into components, which are assembled into final products, distributed, sold, and serviced. Frequently, the activities span multiple organizations. This orderly progression of activities allows managers to formulate profitable strategies and coordinate operations.
However, it can also put a stranglehold on innovation at a time when the greatest opportunities for value creation (and the most significant threats to long-term survival) often originate outside the traditional, linear view. Traditional value chains may have worked well in landline telecommunications and automobile production during the last century, but today innovation comes in many shapes and sizes—and often unexpectedly.
Pil and Holweg hence argue for seeing value creation as multidirectional rather than linear. Given the constant tension between opportunity and threat, firms need to explore opportunities for managing risks, gaining additional influence over customer demand, and generating new ways to create customer value. Nokia, for example, is legendary for having the foresight to lock in critical components that were in short supply, allowing it to achieve significant market share growth. However, a few years ago it suffered a setback when competitors used the same strategy to take advantage of shifts in the demand for LCD displays.
Protection against such fickle reversals calls for a more complex view of value—one that is based on a grid as opposed to the traditional chain. The grid approach allows firms to move beyond immediately recognizable opportunities and across industry lines. This permits managers to identify where other companies—perhaps even those engaged in entirely different value chains—obtain value, line up critical resources, or influence customer demand. The new paths can be vertical; horizontal; and even diagonal. Successful managers need to learn how to assemble multi-faceted value grids that leverage new opportunities and respond to new threats.
[edit] References
Pil, F.K. and Holweg, M. (2006) "Evolving from value chain to value grid." MIT Sloan Management Review, 47(4): 72-80
Rolf G. Poluha: Application of the SCOR Model in Supply Chain Management. Youngstown, NY 2006, ISBN 1-934043-10-9.
Michael E. Porter (1985) Competitive advantage: creating and sustaining superior performanceP33 The Free Press
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