Rapid-Response Capability in Value-Chain Design  

Oleh:

Fine, Charles H. ; Pethick, Robert ; Vardan, Roger ; El-Hout, Jamal

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Sloan: Management Review vol. 43 no. 2 (2002), page 69-75.
Topik: DESIGN; rapid - response; capavility; value - chain; design

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: SS27 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

Regardless of industry, all companies are operating on ever faster evolutionary tracks and at ever greater risk. A company's real core capability - perhaps its only sustainable one, say authors Fine, Vardan, Pethick and El - Hout - is its ability to continually redesign its value chain, reshuffling structural, technological, financial and human assets in order to find maximum, albeit temporary, competitive advantage. The ultimate goal of strategic value - chain analysis, say the authors, is building an organizational capability for fast response to rapidly evolving industry dynamics. To execute such an analysis, the authors developed a value - chain - strategy framework during a yearlong strategic assessment at the General Motors Powertrain organization. The framework seeks to answer four key questions: Where is value being created and what activities are not adding to overall enterprise value ? What areas of the business should remain in - house versus being outsourced? Where should investments be made and how should they be leveraged ? How can the value chain be organized to optimize existing and emerging alliances ? To answer those questions, the authors employ not only traditional economic - value - added (EVA) analysis, but also their own strategic value assessment (SVA), which considers factors such as customer preferences, the rate of change of underlying technology, competitive position in the marketplace, depth of the supply base and the integral or modular nature of the asset.

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