Value chains

The multi-polar value chain is a less common. It is characterized by multiple power centers in different parts of the value chain (APEC 2012). There is no overall dominant lead firm with the power to determine the ultimate shape of final products. 

As buyers and sellers are linked together in a network, restructuring the seller s upstream operations would also imply a restructuring of the buyer s downstream operations. 

Another complication for these suppliers is that they typically operate in two markets - domestic and global - with different expectations and incentive structures. For example, a shoe manufacturer operating in Brazil and Italy needs to satisfy two sets of customers. While Italian customers highly value innovative shoe designs, they are typically less sensitive to price in comparismi to the Brazilian customers. 

Clearly, the OEM needs to develop new managerial capabilities for ensuring availability of inputs for the supplier X and transportadmi of outputs from the supplier, performance evaluation, and payment management These capabilities replace some of the OEM s current capabilities in a producer driven supply chain. 

When supplier X transitions to stage 3, the OEM permits X to deviate a little and recalibrate the output-specifications it provides to X. As a result, the OEM does not need to invest in a lot of research for creating specifications it is now the responsibility of supplier X. As supplier X builds a few finished products, the OEM chooses the products that are closest to what the OEM s customers prefer. The OEM may also buy the intermediate products and services from X, assemble the final product, and sell them to its customers. The OEM retains all customer facing tasks. 

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Market Access. Technology organizations must understand the value chain, ie, the sources of demand for the firm s products and services the technologies used by customers, learned through a vibrant appHcations development effort and the ways ia which technological solutions can affect demand. This overall effort requires close contact with the firm s marketing function and with customers ia their markets, so that technologies and markets can be matched. 

Fig. 8. Typical value chain for 1 ha U.S. beet sugar production. See text.

The principal objective of technical service in the chemical industry is to provide timely and professional information and support to downstream customers regarding chemical products and thek uses. It is neither cost-effective nor necessary for a consumer of chemical products to develop a staff of speciahsts having detailed expertise in all aspects of chemical raw materials and thek uses, particularly in a time of increa singly complex and rapidly technologically driven economies. Rather, this variety of expertise is provided in the chemical marketplace by technical service professionals whose knowledge and skills are made available by chemical products suppHers. As such, successful chemical companies provide technical service as a critical element of thek offerings to the marketplace making use of this aspect of the value chain to enhance thek competitiveness. 

Barrientos, S. (2002). Mapping codes through the value chain from researcher to detective , in Corporate Responsibility and Labour Rights Codes of Conduct in the Global Economy Jenkins, R., Pearson, R. and Seyfang, G. Earthscan, London and Stirling, VA, 61-76. 

The quant-based combinatorial optimization accounts for the entire value chain and its associated processes, that is for all of its inputs, outputs and system parameters. Based on these data an integrated and complete model of a company s supply chain is derived, detecting in advance what impact a decision or an external influence will have on the total system. 

A quant is a meaningful logistic disposition unit, which can be cost tracked in the value chain. If, for example, a batch problem exists, a quant corresponds exactly to the batch size. If continuous production exists, a quant corresponds to a meaningful small rounding unit and in the case of a filling process to the respective bundling units. Quants can be individually defined. 

AMETIST (2005) Case Study 4 Value Chain Optimization - Final Report, available at http //ametist.cs.utwente. nl/INTERNAL/PUBLI CATIONS/ DELIVERABLES/del3.4.2.pdf. 

The American Chemistry Council s Responsible Care Security Code is designed to encourage continuous improvement in security performance by using a risk-based approach to identify, assess, and address vulnerabilities prevent or mitigate incidents enhance training and response capabilities and maintain and improve relationships with key stakeholders. As a condition of membership in the council, each member company must implement the Security Code for facilities, transportation and value chain, and cyber security. 

How can volumes and values within the value chain be managed in an... 

Specifically, how can a global commodity value chain within the... 

The first question targets an enhancement of supply chain management towards value chain management with integrated volumes and value planning. The second question is related to a specific industry type as basis to... 

The study provides valuable insights for research and industrial practice. At the beginning, the author reviews different management concepts in the value chain either demand, supply or value-oriented. The author proposes an integrated framework for value chain management as an interdisciplinary structure consisting of separated concepts. 

As a result the study opens various new research areas investigating the joined management of volumes and values in different industries or on the strategic or operative value chain management level. 

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