Value chains potential

Management concepts in the value chain are the generally relevant research fields for the work. Value chain as a term was initially defined by Porter disaggregating a firm into its strategically relevant activities in order to understand the behavior of costs and the existing and potential sources of differentiation . Porter s value chain consists of a "set of activities that are performed to design, produce, market, deliver and support its product (Porter 1985, pp. 33-40). Developed management concept areas for the value chain can be classified by specialization on values, demand or supply ... 

Values in the industry value chain are subjects of financial accounting, profit and cost controlling as well as value-based management research. Out of the scope is the value chain support function of corporate finance concerned with getting required or investing excess financial resources in financial markets, which is not a core activity in the industry value chain and out of the scope in this work. The integration of value chain management with corporate finance is a potential area for further research. 

The planning objective is to plan global value chain volumes and values. Initially, the value planning model with the objective function to maximize global profit is presented. The objective function also includes a relaxation concept for hard constraints leading to potential plan infeasibility. The future-oriented inventory value planning concept based on volatile raw material prices is presented at the end of the subchapter. 

Nevertheless the euphoric optimism where these materials were allowed a huge potential in material applications has given way to a more realistic view. Nanocomposites are not a universal solution for reinforced materials. Their full potential can only be realised if every step in the added value chain is taken into account during the whole development process. From todays perspective nanocomposite materials with an improved thermal flammability resistance or improved barrier properties have the best chances to fulfil these requirements. 

Depending on the business model(s) chosen, companies need to define their specific innovation headroom . This includes answering questions such as how important are innovations in the segment What do strategic customers need Should companies go for innovation in technology, service offerings, or in the value chain What does that imply for R D capacities and skills How can R D best collaborate with marketing and sales, (potential) customers, and external research institutes What level of external versus internal R D is required ... 

After years of internal discussions and smaller investments, the board of a chemical company decided to take a major step in industrial biotech, which out of a number of fields had emerged as the one with the highest innovation potential and a good fit with the company s broader capabilities and position in the value chain. There were many potential entry points and business opportunities, but none had a clear rationale. The company approached the challenge from two sides (Fig. 28.3). It determined its distinctive skills and assets by benchmarking. At the same time, it assessed the relevant opportunities and threats - competitors recent or announced moves, and also the potential for competitors if the company chose not to enter a specific area. It was key to think long-term and broad, and to consider the industry structure ten years out. 

From today s point of view, there appear to be three areas in which multibusiness companies should seek the potential for synergies technology, market and value chain focus - but not necessarily aU three together (Fig. 6.6). 

Isomerization and conjugation change the properties of natural methylene-interrupted fatty acids, leading to new applications and potential added value. Chain shortening or extension produces fatty acids not readily isolated from natural sources and is also used to introduce radioactive or stable isotope labels. Metathesis provides a flexible method for modifying the alkyl chain. 

The focus of this project is to assess the potential impact of on-board storage of hydrogen, rather than on-board reforming of gasoline as a means of supplying fuel to FCVs. The overall risk involved in each of the fuel options for FCVs varies, and the risk may shift from one player in the value chain to another. This risk trade-off is the focus of Phase 3. 

---