@某咨询价值链分析方法PPT推荐.ppt

@某咨询价值链分析方法PPT推荐.ppt

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Company,Inc.,2,valuechainValueChain,Agenda,TheconceptValueChainmethodologyExample,3,valuechainValueChain,TheConcept,ValuechainanalysisisasystematicmethodfordisaggregatingafirmorindustryintoitsmajordiscreteactivitiestounderstandsourcesofcompetitiveadvantageValuechainanalysiscanbeusedtoidentifyopportunitiestogaincostadvantage/improveperformanceincreasecompetitivedifferentiationValuechainanalysisisananalyticaltoolwhichcanhelpprovideclaritytoconsultantsandclientsallowsdistinctboundariestobedrawnacrossbusiness（orindustry）processallowsconsultanttoclearlyevaluateandprioritizeactivitiesonwhichtofocusfacilitatesclientunderstanding,4,valuechainValueChain,GenericValueChain,Successivelyfinerdisaggregationsofactivitiesaremadetoexposedifferencesimportanttocompetitiveadvantage,Thegenericvaluechainconsistsofsixgeneralactivities.,Tech.,R&

D,Purchasing/InboundLogistics,Manufact-uring/Operations,Marketing&

Sales,Distribution/OutboundLogistics,5,valuechainValueChain,CommonUses,Valuechainanalysiscanbeusedasananalyticaltoolintwogeneralsituations.,ValueChainAnalysisasatoolforCompetitiveAdvantage,CostAnalysis/PerformanceImprovement,CompetitivePositioning,RCPRe-engineeringBusinessdefinitionVMR/Industrycollaboration,CompetitivedifferentiationDrawingbusinessboundaries,6,valuechainValueChain,Distribu-tion/OutboundLogistics,Service,ValueChainScope,Thescopeofthevaluechaindependslargelyonthepurposeforwhichthetoolisbeingused.,SystemorIndustryValueChain:

FirmValueChain:

MajorActivityValueChain:

Tech.,R&

D,Purchas-ing/InboundLogistics,Manu-facturing/Operations,Marketing&

Sales,MaterialPreparation,Conversion,FinalAssembly,QualityAssurance,Packaging,Inputs（Supplier）,Conversion（Manufacturer）,Distribution（Distributor/Retailer）,Consumption（End-User）,VMR,CostAnalysis,ProcessRe-engineeringCostAnalysis,SampleUse,7,valuechainValueChain,WhentoUseValueChainAnalysis,CostAnalysis/RCP,ProcessRe-Engineering,BusinessDefinition,VMR/IndustryCollaboration,CompetitivePositioning,MapMajorActivities,MapSub-Activities,Always,Sometimes,Unlikely,8,valuechainValueChain,Agenda,TheconceptValueChainmethodologyExample,9,valuechainValueChain,ValueChainMethodology（1of2）,1.Whataretheactivities?

2.Whichactivitiesaremostcritical?

3.Whichcriticalactivitiesprovidethemostopportunity?

（Whereisthemostleverage?

）,Tech.,R&

D,Purchas-ing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&

Sales,Distri-bution/OutboundLogistics,Service,Tech.,R&

D,Purcha-sing/InboundLogistics,Marketing&

Sales,Distri-bution/OutboundLogistics,Manu-facturing/Operations,Service,?

Therearethreestepsindoingvaluechainanalysis.,10,valuechainValueChain,ValueChainMethodology（2of2）,1.Whataretheactivities?

?

Steponeisdeterminingtheappropriateactivitiestomap.,Determinekeystepsindesigning,producing,marketing,deliveringandsupportingaproductorserviceActivitiescanbeseparatedandgroupedbasedondifferenteconomicsprocessesusingdifferentpeople/equipment/technologyhighorgrowingpercentageoftotalcostdistinctioninmindofcustomerHelpfulmethodologyinmappingoutactivities:

productfloworderflowpaperflow,11,valuechainValueChain,Sanding/Dusting,Manu-facturing,Cutting,Packaging,Cooking,Forming,Wrapping,BulkContainers,MajorActivities:

Sub-Activities:

Wrappingindividualcandies,BaggingindividuallywrappedcandiesforretailsalePlacingindividuallywrappedcandiesinbulkcontainersfordeliverytoretailoutletsthatsellloosecandy,Find“breakpoints”intheprocessflowcookingthroughsandingallonecontinuouslineproductconveyedtowrappinglinePackagingwasactuallyseparatedintotwoactivities,astherearetwodifferentproductpathsfollowingwrappingmostprocessstepssimilar,however,suggestinga“packaging”grouping,Bagging,DrawingActivityBoundaries（CandyCo.Example）,12,valuechainValueChain,ValueChainMethodology（1of3）,2.Whichactivitiesaremostcritical?

Steptwoisdeterminingwhichactivitiesaremostcritical.,CostAnalysisCase,Tech.,R&

D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Market-ing&

Sales,Distri-bution/OutboundLogistics,Service,Whatarecostdrivers?

Explanation:

Percentoftotalcost:

AllocatecoststoeachmajoractivityDeterminewhichactivitiesaccountforthegreatestportionoftotalcost,13,valuechainValueChain,ValueChainMethodology（2of3）,Tech.,R&

D,Purch-asing/InboundLogistics,Manu-facturing/Opera-tions,Marketing&

Sales,Distri-bution/OutboundLogistics,Service,Whichcriteriadrivecustomerdecisions?

Customerimportancescale（1=low,7=high）,ProductInnovation,Reliability,BrandImage,SpeedofDelivery,Responsiveness,Explanation:

DeterminerelativeimportanceofeachactivityinmindofcustomerDetermine