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1、Forming Value Chains -Moving From Ideas to Reality形成价值链从想法到现实,Presentation by Jerry Bouma Toma or build a new chain)一个有热情的人！（来改善现有链的运行；或建立一个新的链) 2: An idea (or ideas) 一个观点(或很多观点) 3: A process to enlist/enroll input from potential chain players and to determine who the eventual chain players will be一
2、个过程可以从有潜力的链的参与者处征募/招收投入和可以决定谁是最终链的参与者,July 2005,STAGE 2: IDEA FORMATION时期2:观点形成,Key outcomes:主要成果 1.A set of ideas of an “idea” that has potential to benefit all chain members.一系列观点中的一个观点可以有潜力是所有链的成员受益 2.A clear concept document.一个概念清楚地文件 3.An interview guide.一个面试指导 4.An interview/input/consultation
3、 plan.一个面试者/投入/咨询计划 5.Summary document for future discussion.为将来讨论总结文件,July 2005,Step 2.1: THE IDEA步骤2.1:观点,The idea or ideas: What should it look like? Most ideas will fall into one of three general categories:观点或观点们:应该看上去什么样?/大多数观点将归于3个笼统地归类: A Market Issue such as a new or improved market opportu
4、nity such as a new product or a new market/marketing partner 市场问题,例如一个新的或改善的市场机会,例如一个新的产品或一个新的市场/市场伙伴 A Systems Issue such as a measure to reduce system costs and/or improve the efficiency of the product flow from production to market and vice versa系统问题, 例如降低系统费用的措施和/或改善从生产到市场的产品流程的效率,反之亦然 A Quality
5、 Issue to improve quality assurance and/or some elements related to food safety质量问题,改善质量保证和/或一些关于食品安全的原理,July 2005,STAGE 3: PRIORITIES时期3:优先权,Key outcomes:主要成果 1.Workshop/forum with all potential chain members.研讨会/讨论会包括所有有潜力的链的成员 2.Agreement on top priorities. 优先权至上的协议 3.Commitment to continuing.承诺连
6、续 4.Commitment to provide or access resources for planning stage.承诺提供或接近计划时期的资源,July 2005,Step 3.1: The Workshop:步骤3.1研讨会,Ensure that discussion paper has been circulated to all parties保证讨论论文对所有成员传递 Set location for meeting and actively recruit participants聚会的地点和活跃的征集参与者 Prepare agenda (independent
7、chair may be beneficial)准备议程( 独立自主的主席也许有益) Present key findings, issues, recommendations现在的主要发现,问题,推荐 Encourage discussion and further input鼓励讨论和将来的投入 Identify options, issues points for further discussion识别选择,将来讨论的问题点 Engage in a priority setting process - if necessary参与优先权选择过程如果必要 Select one or tw
8、o priority areas选择一个或两个优先领域 Agree on next steps: develop plan or bail对下面的步骤达成共识:发展计划或保释,July 2005,STAGE 4: PLANNING时期4:计划,Key outcomes:主要成果 1.A clear, focussed, realistic plan.一个清楚地,有焦点的,现实的计划 2.Input and agreement from all stakeholders (workshop or one-on-one).全体参与者投入和协议(研讨会或一对一的) 3.Commitment to c
9、ontinue.承诺继续 4.Commitment to provide or access resources to conduct pilot.承诺提供或接近资源来实行初步试验,July 2005,Step 4.1: Developing the Plan步骤4.1:发展计划,Overview总的看法 The concept概念 Objective(s)目标 Critical Performance Measures评论表现标准 Activity Plan活动计划 Role of each chain player每个链成员的作用 Resource requirements资源要求 Pro
10、ject management plan项目管理计划 Financial plan财政计划,July 2005,STAGE 5: THE PILOT时期5:初步试验,Key outcomes:主要成果 1.Require evaluation of results vs. objectives.对结果对目标要求评估 2.Effective communication process.有效率的交流过程 3.Regular Steering Committee meetings.定期的筹划指导委员会会议 4.Full and open assessment of results. 全面开放的结果评
11、估,July 2005,ROLE OF “PUBLIC” SECTOR SERVICE 公众部门服务的作用,Facilitating Phase 1: possibilities, idea formation, priorities.推动阶段1:可能性,观点形成,优先权 Identify/support/work with “idea owner”.识别/支持/与观点形成者工作 Provide Phase 1 road map.提供阶段1路线图 Assist in development of concept document.帮助概念文件的发展 Ensure objective and c
12、omprehensive input process.保证目标和广泛的投入过程 Review/critique summary document.回顾/批评总结文件 Facilitate “priorities” workshop.推动“优先”研讨会 Oversee “hand off” off planning process.检查计划过程没有,July 2005,ROLE OF PROJECT PLANNER项目计划者的作用,Articulate clear concept of what is to be achieved.明晰清楚地观点,什么是将要达成的 Affirm assumpti
13、ons used in concept.确定概念中使用的假设 Confirm chain partner roles and involvement.确定链合作伙伴的作用和参与 Identify performance measures.识别表现标准 Facilitate chain member input and commitment.推动链成员投入和承诺,July 2005,ROLE OF PROJECT MANAGER项目管理者的作用,Establish role in relation to Steering Committee.建立筹划指导委员会的作用 Clarify report
14、ing structure.澄清报告结构 Clarify objectives.澄清目标 Clarify performance measures/time frames.澄清表现标准/时间结构 Set up required Working Committees.建立要求的工作委员会 Ensure resources are available and accessible.保证资源是可利用的和可达到的,July 2005,ROLE OF PROJECT MANAGER (CONT)项目管理者的作用,Maintain regular communication with: Working Committees, Steering Committees, Other. 和工作委员会,筹划指导委员会及其他保持定期的交流 Manage activity schedule.管理活动时间表 Manage budget.管理预算,July 2005,
