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001484185 003__ OCoLC
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001484185 019__ $$a1409639638
001484185 020__ $$a9783031380006$$qelectronic book
001484185 020__ $$a3031380002$$qelectronic book
001484185 020__ $$z3031379993
001484185 020__ $$z9783031379994
001484185 0247_ $$a10.1007/978-3-031-38000-6$$2doi
001484185 035__ $$aSP(OCoLC)1409704319
001484185 040__ $$aEBLCP$$beng$$erda$$cEBLCP$$dYDX$$dGW5XE$$dOCLCO$$dYDX$$dSFB
001484185 049__ $$aISEA
001484185 050_4 $$aHD30.28$$b.W35 2023
001484185 08204 $$a658.4/012$$223/eng/20231127
001484185 1001_ $$aWalters, David W.,$$eauthor.
001484185 24514 $$aThe value chain network :$$bunlocking organizational excellence through effective operating models /$$cDavid W. Walters, Deborah A. Helman.
001484185 264_1 $$aCham, Switzerland :$$bSpringer International Publishing AG,$$c[2023]
001484185 300__ $$a1 online resource (xiii, 426 pages) :$$billustrations (some color).
001484185 336__ $$atext$$btxt$$2rdacontent
001484185 337__ $$acomputer$$bc$$2rdamedia
001484185 338__ $$aonline resource$$bcr$$2rdacarrier
001484185 4901_ $$aFuture of Business and Finance Series
001484185 504__ $$aIncludes bibliographical references.
001484185 5050_ $$aIntro -- Contents -- Part I: The Development of the Value Chain Network 3.0 -- 1: Introduction -- The Focus on a Sales Approach -- The Influence of Marketing -- Logistics and PDM -- The Value Chain 1985-2020 -- Value Chain Management 1.0 -- Physical Distribution Management (PDM) and Supply Chain Management -- Value Chain Management 2.0 -- A Dynamic Business Environment and the Future for Value Chain Networks -- Some Basic Network Structures -- Intra and Inter-Industry Network Performance Leverage -- Value Adding as a Collaborative Process -- The Importance of Industry and Market Dynamics: Developments and Shared Resources -- Shared Capabilities as Resources: Cloud Based Platforms -- Covisint® -- Elemica® -- Evaluating Value Added: Value Contribution -- Innovation, Profitability, Productivity, and Risk Management: A Role for Value Chain Management -- The Future of the Value Chain Network -- Value Chain Management 3.0 -- Looking Forward -- References -- 2: Industry and Market Dynamics -- Introduction -- Knowledge Management -- Technology Management -- Process/Activity Management -- Relationship Management -- Network Relationship Management -- Customer Relationship Management -- Competitor Relationship Management -- Supplier Relationship Management -- Process/Activities Management -- Geopolitics -- Industry and Market Dynamics: Emerging Topics -- 'Global Institutions' Regulatory Compliance and Governments' New Interventionism -- Education and Employee Capabilities Development -- Populism/Nationalism -- Stakeholder Value Management, EESG, and the UN'S 17 Development Issues -- Climate Change -- Globalisation and MNCs -- International Financial Management -- International Macro-Economic Management -- Managing Geostrategic Risk -- International HealthCare Management -- International Human Relations.
001484185 5058_ $$aPathways to Competitive Value Advantage Using Industry and Market Dynamics -- References -- 3: Managing Value -- Introduction: What Is Business Value? -- Value Creation Is Increasingly Being Recognised as a Better Management Goal than Strict Financial Measures of Performance -- Value Added and Added Value, Economic Profit and Economic Value Added -- Economic Profit and Economic Value Added -- Economic Profit = Revenues Less Operating Costs Less the Allocated Cost of Capital Usage -- Economic Value to the Customer/Value in Use/Price/Value/Equality -- Setting Value Not Price -- Value Management: Structure and Process -- Value Innovation: Structure and Process -- Value Engineering: Structure and Process -- Value Production: Structure and Process -- Value Delivery: Structure and Process -- Value Serviceability: Structure and Process -- Value Sustainability: Structure and Process -- Value Chain Positioning: Value Migration: Capability Response Management Structure and Process -- Managing Value through the Value Proposition -- What Is a Value Proposition? -- Economic Profit = Revenues Less Operating Costs Less the Allocated Cost of Capital Usage -- Creating the Feasible (Customer Acceptable) and Viable (Value Chain Partnership Network) -- Using the Value Chain Network to Manage "Intra and Inter Organisational Collaboration" and Interactivities -- References -- 4: Performance Value Drivers and Builders -- Introduction -- Identifying Performance Value Drivers -- Performance Value Drivers, Customer Feasibility and Viability Are Essential for Success -- Value Drivers and Value-Led Response Capabilities -- Network Operational Response Capabilities as Performance Value Drivers -- Value Drivers as Response Capabilities -- Exploring Customer Expectations and Developing an Acceptable and Workable Value Proposition.
001484185 5058_ $$aOngoing Operational Performance Value Drivers Expectations of Suppliers' Value -- Generic Supplier Operational Network Value Driver Capability Response Performance to Customer Expectations -- Supplier Identification of Constraints on Capability Response Performance -- Considered Response Options and a Value Proposition for the Network partnership's Stakeholders -- Response Options and Calculating the Cost of the Value Proposition -- Stakeholder Expectations/Value Drivers -- Impact on "Network Organisational Excellence Performance" -- Managing Customer Operational Performance Value Drivers Expectations, Problems and Realistic Capability Responses -- Customer Communicated Problems in Ongoing Relationships -- Recurring Problems Appearing from Monitoring Real-Time Performance -- Strategic Value Performance Builders -- Using the Organisational Excellence Model to Create and Manage Stakeholder Value -- Business Environmental Changes and Challenges -- Industry and Market Dynamics -- Consumer and Industrial Market Trends -- Macro Assessment Criteria -- References -- Part II: Capability Responses and Organisational Excellence -- 5: Introduction -- Strategic Excellence Policy Issues -- Strategic Excellence -- Operational Excellence -- Operational Excellence Component Activities -- Organisational Excellence -- Organisational Excellence: A Model for Success in a Digital Economy -- An Operating Model -- References -- 6: Performance and Positioning -- Introduction -- Performance: Introduction -- Strategy Excellence + Operations Excellence = Operational Excellence -- The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Positioning: Introduction -- Changing and Challenging Industry and Market Dynamics Confronting the Business -- Competitive Value Proposition Positioning: Options for Competitive Advantage and Value Contribution.
001484185 5058_ $$aPerformance and Positioning: An Example -- Responding to Customer Expectations by Restructuring the Value Chain Network -- References -- 7: Profitability and Productivity -- Introduction -- Seeking Organisational Excellence: The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Economic Profit: Economic Value Added and the Impact on Stakeholder Value Management. Value Contribution: Its Derivation -- Calculating EVA -- The Cost of Capital: Quantitative -- Cost of Equity -- Cost of Debt -- Cost of Capital: Qualitative -- Developing Network Based EVA/Economic Profitability Models -- Considerations that Can Have Impact on Current and Future EVA/Economic Profit Performance -- Productivity -- Operating Economic Value Added: As a Quantitative Measure of Productivity -- Expanding the Perspective of Productivity -- Managing Cash Flow -- References -- 8: Producibility -- Introduction -- What Exactly Is Producibility? -- Producibility Enabling Characteristics of Successful Network Organisations -- Effective and Efficient Process Management Business Process Optimisation: And Relationships as Processes -- Processes and Activities -- What Are End2End Processes? -- Developing a Value Management Strategy -- Identifying and Costing Activity Inputs: Activity Based Management -- Activities and Activity-Based Management (ABM) and Activity-Based Costing (ABC) Application to Producibility Decision Making -- Applying Activity Based Management, Activity-Based Costing and Attribute Based Costing -- Activity Based Management and the Value Proposition -- Producibility: As an Operating Infrasructure Network -- References -- 9: Collaborative Partnerships and People -- Introduction -- Seeking Operational Excellence: The Primary Benefits of a Network Value-Led Operating Model-Collaborative Partnerships -- Collaborative Partnerships.
001484185 5058_ $$aCollaborative Partnerships: Secondary Stakeholders as Partners -- Collaborative Partnerships: Suppliers as Partners -- Customers as Partners -- Collaborative Partnerships: Employees as Partners -- Collaborative Partnerships: Employees-Cobots and Humans: Industry 5 -- Collaborative Partnerships: Competitors -- A Real-World Example of Coopetition -- Collaborative Partnerships Industry Consortia -- Collaborative Partnerships: Clusters -- Partnership Essentials Collaborative Partnerships: Future Essential Criteria -- Collaborative Strategic and Operational Alignment -- Digital, Digitalisation, and Connectivity Capabilities -- Communication and Confidentiality -- Functional Engagement -- Shared Value Creation -- Governance -- Expansion of Value Chain Network Applications -- References -- 10: Platforms -- Introduction -- Seeking Operational Excellence: The Primary Benefits of an Optimal Network Value Contribution-Led Operating Model -- Platforms and Ecosystems: A Typology -- Production Possibility Curves, Value Equivalence Applications, Platforms and Mass Customisation -- Applications: Industry Platforms -- Platform Business Models -- Industry Ecosystems -- The Existing Automotive Value Chain Platform: A Composition of Focused Specialist Platform Activities -- Emerging Platform: EV Construction, Distribution and Serviceability -- References -- 11: PlanetCare and Sustainability -- Introduction -- EESG and UN Sustainability and PlanetCare -- Sustainability in the Real World -- Applications of Sustainability -- Environmental Policy -- July 2021 -- Capability Responses and Sustainability -- Capability Responses and Sustainability: Micro Perspectives -- Performance, Positioning and Sustainability Considerations -- Profitability, Productivity, Cash Flow and Sustainability Considerations -- Producibility and Sustainability Considerations.
001484185 506__ $$aAccess limited to authorized users.
001484185 520__ $$aThis book explores how the network sustainable business model is being built in response to the significant changes that are increasing strategic effectiveness and operating efficiency. Incorporating the new post-COVID19 digital landscape, it synthesizes the outputs of practitioner oriented publications and integrates these with classic concepts in operations strategy to provide a unique perspective on value generally, and the value chain network as a part of the business model in the Industry 4.0/5.0 environment specifically. Including illustrative case examples and pursuing a unique workbook approach, each chapter is built around a set of diagrams, making the concepts more accessible for graduate business students and practitioners alike.
001484185 588__ $$aDescription based on online resource; title from digital title page (viewed on December 06, 2023).
001484185 650_6 $$aLogistique (Organisation)$$xAspect de l'environnement.
001484185 650_6 $$aDéveloppement durable.
001484185 650_0 $$aBusiness planning.
001484185 650_0 $$aBusiness logistics$$xEnvironmental aspects.$$xData processing$$0(DLC)sh2009117982
001484185 650_0 $$aSustainable development.$$zChina$$0(DLC)sh2008111939
001484185 655_0 $$aElectronic books.
001484185 7001_ $$aHelman, Deborah A.,$$eauthor.
001484185 77608 $$iPrint version:$$aWalters, David W.$$tThe Value Chain Network$$dCham : Springer International Publishing AG,c2023$$z9783031379994
001484185 830_0 $$aFuture of business and finance.
001484185 852__ $$bebk
001484185 85640 $$3Springer Nature$$uhttps://univsouthin.idm.oclc.org/login?url=https://link.springer.com/10.1007/978-3-031-38000-6$$zOnline Access$$91397441.1
001484185 909CO $$ooai:library.usi.edu:1484185$$pGLOBAL_SET
001484185 980__ $$aBIB
001484185 980__ $$aEBOOK
001484185 982__ $$aEbook
001484185 983__ $$aOnline
001484185 994__ $$a92$$bISE