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1、Author: Tom Macina,Reviewers: Scott Bender, Peter Fisher, Cyrus Villa, Ammar Maraqa,bc,Value Chain,March 1998,Copyright 1998 Bain & Company, Inc.,2,valuechainValue Chain,Agenda,The conceptValue Chain methodologyExample,3,valuechainValue Chain,The Concept,Value chain analysis is a systematic method f
2、or disaggregating a firm or industry into its major discrete activities to understand sources of competitive advantage Value chain analysis can be used to identify opportunities to gain cost advantage/improve performance increase competitive differentiation Value chain analysis is an analytical tool
3、 which can help provide clarity to consultants and clients allows distinct boundaries to be drawn across business (or industry) process allows consultant to clearly evaluate and prioritize activities on which to focus facilitates client understanding,4,valuechainValue Chain,Generic Value Chain,Succe
4、ssively finer disaggregations of activities are made to expose differences important to competitive advantage,The generic value chain consists of six general activities.,Tech., R&D,Purchasing/Inbound Logistics,Manufact- uring/ Operations,Marketing & Sales,Distribution/ OutboundLogistics,5,valuechain
5、Value Chain,Common Uses,Value chain analysis can be used as an analytical tool in two general situations.,Value Chain Analysis as a tool for Competitive Advantage,Cost Analysis/Performance Improvement,Competitive Positioning,RCP Re-engineering Business definition VMR/Industry collaboration,Competiti
6、ve differentiation Drawing business boundaries,6,valuechainValue Chain,Distribu- tion/ Outbound Logistics,Service,Value Chain Scope,The scope of the value chain depends largely on the purpose for which the tool is being used.,System or Industry Value Chain:,Firm Value Chain:,Major Activity Value Cha
7、in:,Tech., R&D,Purchas- ing/ Inbound Logistics,Manu- facturing/ Operations,Marketing & Sales,Material Preparation,Conversion,Final Assembly,Quality Assurance,Packaging,Inputs (Supplier),Conversion (Manufacturer),Distribution (Distributor/ Retailer),Consumption (End-User),VMR,Cost Analysis,Process Re
8、-engineering Cost Analysis,Sample Use,7,valuechainValue Chain,When to Use Value Chain Analysis,Cost Analysis/RCP,Process Re-Engineering,Business Definition,VMR/Industry Collaboration,Competitive Positioning,Map Major Activities,Map Sub-Activities,Always,Sometimes,Unlikely,8,valuechainValue Chain,Age
9、nda,The conceptValue Chain methodologyExample,9,valuechainValue Chain,Value Chain Methodology (1 of 2),1. What are the activities?,2. Which activities are most critical?,3. Which critical activities provide the most opportunity? (Where is the most leverage?),Tech., R&D,Purchas- ing/ Inbound Logistic
10、s,Manu- facturing/ Opera- tions,Marketing & Sales,Distri- bution/ Outbound Logistics,Service,Tech., R&D,Purcha- sing/ Inbound Logistics,Marketing& Sales,Distri- bution/ Outbound Logistics,Manu- facturing/ Operations,Service,?,There are three steps in doing value chain analysis.,10,valuechainValue Ch
11、ain,Value Chain Methodology (2 of 2),1. What are the activities?,?,Step one is determining the appropriate activities to map.,Determine key steps in designing, producing, marketing, delivering and supporting a product or service Activities can be separated and grouped based on different economics pr
12、ocesses using different people/equipment/technology high or growing percentage of total cost distinction in mind of customer Helpful methodology in mapping out activities: product flow order flow paper flow,11,valuechainValue Chain,Sanding/ Dusting,Manu- facturing,Cutting,Packaging,Cooking,Forming,W
13、rapping,Bulk Containers,Major Activities:,Sub-Activities:,Wrapping individual candies,Bagging individually wrapped candies for retail sale Placing individually wrapped candies in bulk containers for delivery to retail outlets that sell loose candy,Find “break points” in the process flow cooking thro
14、ugh sanding all one continuous line product conveyed to wrapping line Packaging was actually separated into two activities, as there are two different product paths following wrapping most process steps similar, however, suggesting a “packaging” grouping,Bagging,Drawing Activity Boundaries (Candy Co
15、. Example),12,valuechainValue Chain,Value Chain Methodology (1 of 3),2. Which activities are most critical?,Step two is determining which activities are most critical.,Cost Analysis Case,Tech., R&D,Purch- asing/ Inbound Logistics,Manu- facturing/ Opera- tions,Market- ing & Sales,Distri- bution/ Outb
16、ound Logistics,Service,What are cost drivers?,Explanation:,Percent of total cost:,Allocate costs to each major activity Determine which activities account for the greatest portion of total cost,13,valuechainValue Chain,Value Chain Methodology (2 of 3),Tech., R&D,Purch- asing/ Inbound Logistics,Manu- facturing/ Opera- tions,Marketing & Sales,
