Value Chain Manegement

Value Creation Course
Value Chain Management13
An Overview

“The essence of strategy is
choosing what not to do.”
“The company without a strategy
is willing to try anything.”
Michael Eugene Porter (born May 23, 1947) is the Bishop William Lawrence
University Professor at The Institute for Strategy and Competitiveness,
based at the Harvard Business School. He is a leading authority on
competitive strategy and the competitiveness and economic development
of nations, states, and regions. Michael Porter's work is recognized in many
governments, corporations and academic circles globally. He chairs Harvard
Business School's program dedicated for newly appointed CEOs of very
large corporations.
Michael E. Porter
Bishop William Lawrence University Professor

Levels of Strategy
Corporate StrategyCorporate Strategy
The strategic perspective
(range, scope, diversity) of
the organization
Competitive StrategyCompetitive Strategy
The search of a distinctive
competitiveadvantageforeach
business/product/service
Functional StrategyFunctional Strategy
The source of competitive
advantage in the activities
and functions carried out
by the business

Key Success
KSFs are Stakeholder Requirements.
Needs to thrive and bean effective competitor.
Factors(KSF)

Ability
The ability to meet
recognized key
success factors for the
relevant industry or
market,
Competency
Distinctive
competencies and
capabilities which
yield some form of
competitive
advantages,
Customerizing
Ability and
willingness to deploy
competencies and
capabilities to satisfy
the special
requirements of
individual customers.
Customerizing
Instead of Marketing
Suggested by Hall(1992)
to reflect the importance of
customers as individuals
rather than as a group.
Tosatisfystakeholdersand
outperformrivals,
Competitive
Offering
mustcompromise:

Value Chain Management
Criteria of Effectiveness
The Competitive Offering

Market
Provide access to
important market areas
or segments
Customer Benefits
Make a significant
contribution to
perceived costumer
benefits of the product
or serice
Be Difficult
Prove difficult for
competitors to imitate
Competencies
Core
‘Should be developed to
meet key success
factors’
(Prahalad and Hamel 1990)

Technologies
Processes
(or capabilities)
Strategic
Architecture
Competencies
Core
Three Strands to core
competencies
(Prahalad and Hamel 1990)
Examples of Exxon for its
financial expertise or BP for its
exploration skills

Strategic
Architecture
Competencies
Core
Strategic Architecture
Competencies
(Kay - 1993)
Examples of Nike’s focus on product design,
marketing and personality endorsements.
Strategic Success Requires;
1. Internally: coordinated, synergy-creating
manner, integrating functions and
businesses
2. Externally: Value-Adding Network managed
as an effective, integrated system.
Suppliers Firm Distributors Consumers
So Important Themes in Architectures are;
1. Internally: Systemic Thinking
2. Externally: Well established Value Chain.

Accountancy Measures
1
Performance Measurements
2
New Paradigm; The key is
“VALUE for CUSTOMER”3
VALUE
Adding

“ Business Strategy is all about
competitive advantage”
“Without competitors there
would be no need for strategy”
Identify the KSF in an industry and concentrate
resources in a particular area where the company
sees an opportunity to gain most significant
strategic advantage over its competitors.
Identify
1
Exploit any area where he company enjoys
relative superiority.
Exploit
Aggressively attempt to change the KSF by challenging
the accepted assumptions concerning the ways in which
business is conducted.
Change
Open-up new market or develop new products.
Innovate
How to define a
good strategy
Ohmae(1982)

Porter
Model of
Generic
Strategies
Cost Leadership Differentiation
Cost Focus Differentiation Focus
COMPETITIVE ADVANTAGE
COMPETITIVESCOPE

Porter
Model of
Generic
Strategies
Cost Leadership
TOYOTA
Differentiation
GENERAL MOTORS
Cost Focus
HYUNDAI
Differentiation Focus
BMW, MERCEDES,
MAZDA
COMPETITIVE ADVANTAGE
COMPETITIVESCOPE

Value Chain
Analysis
A Systematic way of
studying the direct and
support activities
undertaken by a firm
If done correctly, should arise
awareness concerning of costs
and the potential for lower costs
and for differentiation.

SupportActivities
‫ﭘﺸﺘﻴﺒﺎن‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬
Primary Activities
‫اﺻﻠﻲ‬ ‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬
‫ﺗﺪارﻛﺎت‬
‫داﺧﻠﻲ‬
Inbound
Logistic
‫ﻫﺎ‬‫ﻋﻤﻠﻴﺎت‬
Operations
‫ﺧﺎرﺟﻲ‬
Outbound
Logistic
‫ﺑﺎزارﻳﺎﺑﻲ‬
‫ﻓﺮوش‬ ‫و‬
Marketing
& Sales
‫ﺧﺪﻣﺎت‬
Service
‫ﺗﺎﻣﻴﻦ‬
Procurement
‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ي‬ ‫ﺗﻮﺳﻌﻪ‬
Technology Development
‫اﻧﺴﺎﻧﻲ‬ ‫ﻣﻨﺎﺑﻊ‬ ‫ﻣﺪﻳﺮﻳﺖ‬
Human Resource Management
‫ﺷﺮﻛﺖ‬ ‫ﻫﺎي‬‫زﻳﺮﺳﺎﺧﺖ‬/‫ﺳﺎزﻣﺎن‬
Firm Infrastructure

Activities of physically
creating the product
or service and
transferring it to the
buyer, together with
any necessary after-
sale services.

Activities that can
affect any one or more
of the primary
activities, although the
firm’s infrastructure
generally support the
whole value chain.

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ﻓﻌﺎﻟﻴﺖ‬‫ﻫﺎﻳﻲ‬‫ﻣﻮﺟﺐ‬ ‫ﻛﻪ‬‫ﺷـﻮﻧﺪ‬‫ﻣـﻲ‬
‫ﻧﻴـــﺮوي‬ ‫و‬ ‫اوﻟﻴـــﻪ‬ ‫ﻣـــﻮاد‬ ‫و‬ ‫ﻣﻨـــﺎﺑﻊ‬
‫ﺳــﺎزﻣﺎن‬ ‫وارد‬ ‫اﻧﺴــﺎﻧﻲ‬‫ﺑــﻪ‬ ،‫ﺷــﺪه‬
‫ﻣﻘﺘﻀﻲ‬ ‫ﻧﺤﻮ‬‫ﺳـﺎزي‬‫ذﺧﻴﺮه‬‫درون‬ ‫و‬
‫ﺷﻮﻧﺪ‬ ‫ﺗﻮزﻳﻊ‬ ‫ﺳﺎزﻣﺎن‬.

‫داﺧﻠﻲ‬ ‫ﺗﺪارﻛﺎت‬
Inbound Logistic
‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬
‫زﻣﺎن‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫داﺷﺘﻦ‬‫ﺑﻨﺪي‬‫ﺑﺮاي‬‫ﺗﺤﻮﻳﻞ‬‫ورودﻳﻬﺎ‬
‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬‫ﺑﻄﻮرﻳﻜﻪ‬‫ﻛﻤﺘﺮﻳﻦ‬‫آﺳﻴﺐ‬‫را‬‫ﺑﺒﻴﻨﺪ‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫آزﻣﺎﻳﺶ‬‫ورودﻳﻬﺎ‬
‫ﺟﺎﻳﺎﺑﻲ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬
‫ﺧﺮﻳﺪ‬‫ﻣﺸﺎرﻛﺘﻲ‬‫ﺑﺎ‬‫ﺳﺎﻳﺮ‬‫واﺣﺪﻫﺎ‬‫ﻛﺴﺐ‬‫وﻛﺎر‬
‫ﺑﺮرﺳﻲ‬‫وﺗﺤﻘﻴﻖ‬‫ﭘﻴﺮاﻣﻮن‬‫ﺳﺎﺑﻘﻪ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬‫وﺗﻌﺪاد‬‫وﺗﺮﻛﻴﺐ‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬
‫ﻣﻴﺰان‬‫ﺳﺮﻣﺎﻳﻪ‬‫ﮔﺬاري‬‫ﺑﺮاي‬‫دﺳﺘﺮﺳﻲ‬‫اﻃﻼﻋﺎت‬ ‫ﺑﻪ‬‫ﻫﺰﻳﻨﻪ‬‫ﻫﺎي‬‫ﺗﺎﻣﻴﻦ‬‫ﻛﻨﻨﺪﮔﺎن‬
‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬‫ﺑﻄﻮرﻳﻜﻪ‬‫در‬‫ﻛﻤﺘﺮﻳﻦ‬‫زﻣﺎن‬‫ﻣﻤﻜﻦ‬‫ﻗﺴﻤﺖ‬ ‫ﺑﻪ‬‫ﻋﻤﻠﻴﺎت‬‫ﺑﺮﺳﺪ‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺣﻤﻞ‬‫وﻧﻘﻞ‬‫ورودﻳﻬﺎ‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫اﻧﺒﺎر‬‫داري‬‫از‬ ‫ﺣﻔﺎﻇﺖ‬ ‫و‬‫ورودﻳﻬﺎ‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺳﻴﺴﺘﻢ‬‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ـﻪ‬‫ـ‬‫ﻛﻠﻴـ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫـ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴـ‬‫ـﻞ‬‫ـ‬‫داﺧـ‬ ‫ـﻪ‬‫ـ‬‫ﻛـ‬
‫ـﺎق‬‫ـ‬‫اﺗﻔ‬ ‫ـﺎزﻣﺎن‬‫ـ‬‫ﺳ‬‫ـﺪ‬‫ـ‬‫اﻓﺘ‬‫ـﻲ‬‫ـ‬‫ﻣ‬‫ـﻮاد‬‫ـ‬‫ﻣ‬ ‫ـﺎ‬‫ـ‬‫ﺗ‬
،‫ـﻪ‬‫ـ‬‫اوﻟﻴـ‬‫ـﺎﻳﺮ‬‫ـ‬‫ﺳـ‬ ‫و‬ ‫ـﺎﻧﻲ‬‫ـ‬‫اﻧﺴـ‬ ‫ـﺮوي‬‫ـ‬‫ﻧﻴـ‬
‫ـﻞ‬‫ـ‬‫ﻋﻮاﻣ‬‫ـﺎﻫﻢ‬‫ـ‬‫ﺑ‬‫از‬ ‫و‬ ‫ـﺪه‬‫ـ‬‫ﺷ‬ ‫ـﺐ‬‫ـ‬‫ﺗﺮﻛﻴ‬
‫ﺗﻮﻟ‬ ‫ﺧﺪﻣﺎت‬ ‫ﻳﺎ‬ ‫ﻛﺎﻻ‬ ‫ﻫﺎ‬ ‫آن‬ ‫ﺑﺮآﻳﻨﺪ‬‫ﻴﺪ‬
‫ﺷﻮد‬.

Operations
‫ﺑﺮرﺳﻲ‬‫وﺗﻌﻴﻴﻦ‬‫ﻧﻮع‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻮرد‬‫ﻧﻴﺎز‬
‫ﺷﺪه‬ ‫زﻣﺎﻧﺒﻨﺪي‬ ‫ﺑﺮﻧﺎﻣﻪ‬ ‫ﻳﻚ‬ ‫ﺑﺮاﺳﺎس‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ورودﻳﻬﺎ‬ ‫ﮔﺮﻓﺘﻦ‬ ‫ﺗﺤﻮﻳﻞ‬
‫ﺿﺎﻳﻌﺎت‬ ‫ﻧﺮخ‬
‫ﺑﺮﻧﺎﻣﻪ‬ ‫داﺷﺘﻦ‬‫زﻣﺎﻧﺒﻨﺪي‬‫ﺷﺪه‬‫ﺑﺮاي‬‫ﺳﻔﺎرش‬‫ﺧﺮﻳﺪ‬‫داراﻳﻴﻬﺎي‬‫ﻣﻮرد‬‫ﻧﻴﺎز‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫و‬ ‫اﻧﺘﻘﺎل‬‫ﺟﺎﺑﺠﺎﻳﻲ‬‫و‬ ‫اوﻟﻴﻪ‬ ‫ﻣﻮاد‬
‫ﺧﻂ‬ ‫در‬ ‫ﻣﺤﺼﻮل‬‫ﺗﻮﻟﻴﺪ‬
‫ﺑﻨﺪي‬ ‫ﺑﺴﺘﻪ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ﻣﺤﺼﻮل‬ ‫آزﻣﺎﻳﺶ‬ ‫ﺟﻬﺖ‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺳﻴﺴﺘﻢ‬‫ﻫﺎي‬‫اﻃﻼﻋﺎﺗﻲ‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ـﻪ‬‫ـ‬‫ﻛﻠﻴـ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫـ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴـ‬‫ـﻪ‬‫ـ‬‫ﻛـ‬‫ـﺮاي‬‫ـ‬‫ﺑـ‬
‫ﻛﺎﻻ‬ ‫رﺳﺎﻧﺪن‬‫ﺷ‬ ‫ﺗﻮﻟﻴﺪ‬ ‫ﺧﺪﻣﺎت‬ ‫و‬‫ﺪه‬
‫ﺑــــﻪ‬‫ﻣﺸــــﺘﺮي‬ ‫دﺳــــﺖ‬‫ﺻــــﻮرت‬
‫ﭘﺬﻳﺮﻧﺪ‬‫ﻣﻲ‬.

‫ﺗﺪارﻛﺎت‬‫ﺧﺎرﺟﻲ‬
Outbound Logistic
‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬‫واﺣﺪﻫﺎي‬‫دﻳﮕﺮ‬
‫ﺗﺤﻮﻳﻞ‬ ‫زﻣﺎن‬ ‫در‬ ‫ﺿﺎﻳﻌﺎت‬ ‫ﻧﺮخ‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﻧﻘﻞ‬ ‫و‬ ‫ﺣﻤﻞ‬‫ﺧﺮوﺟﻴﻬﺎ‬
‫ﺗﻮزﻳﻊ‬ ‫ﻛﺎﻧﺎﻟﻬﺎي‬ ‫ﺟﺎﺑﺠﺎﻳﻲ‬
‫ﺑﻨﺪي‬ ‫ﺑﺴﺘﻪ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ﻛﻠﻴـــﻪ‬‫ﻫـــﺎي‬‫ﻓﻌﺎﻟﻴـــﺖ‬‫ﺑـــﺎ‬ ‫ﻣـــﺮﺗﺒﻂ‬
،‫ﺗــــﺮوﻳﺞ‬ ،‫ﺗﺒﻠﻴﻐــــﺎت‬ ،‫ﺑﺎزارﻳــــﺎﺑﻲ‬
‫ﮔﺬاري‬‫ﻗﻴﻤﺖ‬‫ﺷـﺎﻣﻞ‬ ‫را‬ ،‫ﻓـﺮوش‬ ‫و‬
‫ﺷﻮد‬‫ﻣﻲ‬.

‫ﺑﺎزارﻳﺎﺑﻲ‬‫و‬‫ﻓﺮوش‬
Marketing & Sales
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﺒﻠﻴ‬‫ﻐ‬‫ﺎت‬‫ﺑﺎ‬‫ﻛﻴﻔﻴﺖ‬
‫ﺧﺮﻳﺪاران‬ ‫و‬ ‫ﺗﻮزﻳﻊ‬ ‫ﻛﺎﻧﺎل‬ ‫ﺑﺎ‬ ‫ارﺗﺒﺎط‬ ‫ﺑﺮﻗﺮاري‬
‫ﻓﺮوش‬ ‫در‬ ‫ﺗﺮﻓﻴﻊ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﻓﺮوش‬ ‫ﻧﻴﺮوي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫وارﺗﺒﺎﻃﺎت‬ ‫اﻃﻼﻋﺎت‬ ‫ﻫﺎي‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﻣﻨﺎﺳﺐ‬‫ﺑﺮاي‬‫ﺛﺒﺖ‬‫اﺧﺬ‬ ‫و‬‫ﺳﻔﺎرش‬
‫و‬ ‫ﻣﺸﺘﺮي‬ ‫ﺳﻨﺠﺶ‬ ‫ﻧﻴﺎز‬ ‫ﺑﺮاي‬ ‫ﺑﺎزار‬ ‫ﺗﺤﻘﻴﻘﺎت‬ ‫از‬ ‫اﺳﺘﻔﺎده‬...

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ﻛﻠﻴــﻪ‬‫ﻫــﺎﻳﻲ‬‫ﻓﻌﺎﻟﻴــﺖ‬‫از‬ ‫ﭘــﺲ‬ ‫ﻛــﻪ‬
‫ـﺎم‬‫ـ‬‫اﻧﺠـ‬ ‫ـﺪﻣﺖ‬‫ـ‬‫ﺧـ‬ ‫ـﺎ‬‫ـ‬‫ﻳـ‬ ‫ـﺎﻻ‬‫ـ‬‫ﻛـ‬ ‫ـﺮوش‬‫ـ‬‫ﻓـ‬
‫ـﻮد‬‫ـ‬‫ﺷـ‬‫ـﻲ‬‫ـ‬‫ﻣـ‬‫ـﺘﺮﻳﺎن‬‫ـ‬‫ﻣﺸـ‬ ‫ـﺎ‬‫ـ‬‫ﺗـ‬‫ـﻲ‬‫ـ‬‫راﺿـ‬
‫ﺑﺎﺷﻨﺪ‬.

Services
‫آﻣﻮزش‬‫ﺧﺮﻳﺪاران‬
‫ﺳﺮﻳﻊ‬ ‫ﻧﺼﺐ‬
‫ﺧﺮﻳﺪار‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ﻗﻄﻌﺎت‬ ‫ﺗﺎﻣﻴﻦ‬
‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺧﺪﻣﺎت‬ ‫اراﺋﻪ‬
‫ﺗﺸﺨﻴﺺ‬ ‫و‬ ‫آزﻣﺎﻳﺸﻬﺎ‬ ‫ﺑﺮاي‬ ‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ارﺗﺒﺎﻃﺎت‬ ‫و‬ ‫اﻃﻼﻋﺎت‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫اﺳﺘﻔﺎده‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ﺗـﺪارﻛﺎت‬‫ﺳﻴﺴﺘﻢ‬‫ﻣﻨﻈﻮر‬‫ﺑﺎﺷـﺪ‬‫ﻣـﻲ‬،‫ﺑـ‬‫ﺪﻳﻦ‬
‫ﻣﻮاد‬‫ﻛﻪ‬‫ﻣﻔﻬﻮم‬‫اي‬‫اوﻟﻴـﻪ‬‫ﺳـﺎزﻣﺎن‬‫وارد‬‫ﻛـﻪ‬
‫ﻛﻨ‬‫ﺗﺎﻳﻴـﺪ‬‫ﺑﺎﻳـﺪ‬‫ﻛﺴﺎﻧﻲ‬‫ﭼﻪ‬،‫را‬‫ﺷﻮد‬‫ﻣﻲ‬‫؟‬‫ﻨـﺪ‬
‫ﻛﻴﻔﻲ‬‫ﻛﻨﺘﺮل‬‫ﻫﺎ‬‫آن‬‫ﭼﮕ‬‫و‬‫ﻛﺴـﺎﻧﻲ‬‫ﭼـﻪ‬‫را‬‫ﻮﻧـﻪ‬
‫اﻧﺠﺎم‬‫دﻫﻨﺪ‬‫ﻣﻲ‬‫؟‬
‫ﻗﺴـﻤﺖ‬‫اﻳﻦ‬‫در‬‫ﺑﻨﺎﺑﺮاﻳﻦ‬‫ﻫـﺎي‬‫ﻓﻌﺎﻟﻴـﺖ‬‫ﻏ‬‫ﻴـﺮ‬
‫اﻧﺠـــﺎم‬‫ﺗـــﺪارﻛﺎت‬‫ﻓﻴﺰﻳﻜـــﻲ‬‫ﺷـــﻮد‬‫ﻣـــﻲ‬‫و‬
‫ﻫــﺎي‬‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺑﺤــﺚ‬‫در‬‫اﺻــﻠﻲ‬‫و‬‫ﻓﻴﺰﻳﻜــﻲ‬
‫در‬‫ﺗﺪارﻛﺎت‬‫ﻗﺴﻤﺖ‬‫ﻫﺎي‬‫ﻓﻌﺎﻟﻴﺖ‬‫اﺻﻠﻲ‬‫ﻣﻲ‬
‫ﺑﺎﺷﺪ‬.

‫ﺗﺄﻣﻴﻦ‬
Procurements
‫ورودﻳﻬﺎ‬ ‫ﻧﻘﻞ‬ ‫و‬ ‫ﺣﻤﻞ‬ ‫از‬ ‫ﭘﺸﺘﻴﺒﺎﻧﻲ‬
‫ﻣﺘﻨﺎﺳﺐ‬ ‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺗﺠﻬﻴﺰات‬ ‫ﺗﻬﻴﻪ‬
‫ﻛﻴﻔﻴﺖ‬ ‫ﺑﺎ‬ ‫ﺧﺎم‬ ‫ﻣﻮاد‬ ‫ﺗﻬﻴﻪ‬
‫ﺗﻬﻴﻪ‬‫ﻗﻄﻌﺎت‬‫ﻳﺪﻛﻲ‬‫ﻣﻨﺎﺳﺐ‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
‫ي‬‫ﺗﻮﺳﻌﻪ‬‫ﺗﻜﻨﻮﻟﻮژي‬
Firm Infrastructure
‫در‬ ‫ـﻮژي‬‫ـ‬‫ﺗﻜﻨﻮﻟ‬ ‫ـﻮم‬‫ـ‬‫ﻣﻔﻬ‬ ‫ـﺎ‬‫ـ‬‫ﺟ‬ ‫ـﻦ‬‫ـ‬‫اﻳ‬ ‫در‬
‫ﺗﺮﻳﻦ‬‫وﺳﻴﻊ‬‫اﺳ‬ ‫ﻣﺪﻧﻈﺮ‬ ‫آن‬ ‫ﺑﺨﺶ‬‫ﺖ‬
‫داﻧـﺶ‬ ‫ﺷـﺎﻣﻞ‬ ‫ﻛﻪ‬‫ّـﻲ‬‫ﻨ‬‫ﻓ‬‫و‬ ‫ﺗﺤﻘﻴـﻖ‬ ،
‫ـﻮد‬‫ـ‬‫ﺑﻬﺒ‬ ،‫ـﻮل‬‫ـ‬‫ﻣﺤﺼ‬ ‫ـﻲ‬‫ـ‬‫ﻃﺮاﺣ‬ ،‫ـﻌﻪ‬‫ـ‬‫ﺗﻮﺳ‬
‫و‬ ‫ـﺎت‬‫ـ‬‫اﻃﻼﻋــ‬ ‫ـﺎوري‬‫ـ‬‫ﻓﻨــ‬ ‫و‬ ‫ـﺪ‬‫ـ‬‫ﻓﺮآﻳﻨــ‬
‫ارﺗﺒﺎﻃﺎت‬‫ﺷﻮد‬‫ﻣﻲ‬.

‫ﺗﻜﻨﻮﻟﻮ‬ ‫ﺗﻮﺳﻌﻪ‬‫ژي‬
TechnologyDevelopment
‫اراﺋﻪ‬‫ﺗﻜﻨﻮﻟﻮژي‬‫ﺑﺮاي‬‫ﻣﻮاد‬ ‫اﻧﺘﻘﺎل‬ ‫و‬ ‫اﻧﺒﺎر‬
‫ﻓﺮد‬ ‫ﺑﻪ‬ ‫ﻣﻨﺤﺴﺮ‬ ‫ﻣﺤﺼﻮل‬ ‫ﻃﺮاﺣﻲ‬
‫ﻛﻴﻔﻴﺖ‬ ‫ﺗﻀﻤﻴﻦ‬ ‫ﺑﺮاي‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫ﺗﺠﻬﻴﺰات‬ ‫ﺗﻬﻴﻪ‬
‫ﻣﺤﺼﻮل‬ ‫از‬ ‫روز‬ ‫ﺑﻪ‬ ‫ﻣﺪﻟﻬﺎي‬ ‫ﺗﻬﻴﻪ‬
‫ﻧﻈﺎرت‬ ‫ﻓﺮاﮔﺮد‬ ‫ﺗﺪوﻳﻦ‬
‫ﺗﻮﻟﻴﺪ‬ ‫ﻓﺮد‬ ‫ﺑﻪ‬ ‫ﻣﻨﺤﺼﺮ‬ ‫ﻓﺮآﻳﻨﺪﻫﺎ‬ ‫و‬ ‫دﺳﺘﮕﺎﻫﻬﺎ‬ ‫ﻃﺮاﺣﻲ‬
‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫اﻓﺰارﻫﺎي‬ ‫ﻧﺮم‬ ‫ﺗﻬﻴﻪ‬
‫ﺑﺎزار‬ ‫ﺗﺤﻘﻴﻘﺎت‬ ‫ﺑﺮاي‬ ‫ﻧﻴﺎز‬ ‫ﻣﻮرد‬ ‫وﻣﺘﺪﻟﻮژﻳﻬﺎي‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫ﺗﻬﻴﻪ‬
‫ﻃﺮاﺣﻲ‬‫و‬‫ﺗﺪوﻳﻦ‬‫ﺗﻜﻨﻴﻜﻬﺎي‬‫ﻧﻮ‬‫ﺑﺮاي‬‫ﺧﺪﻣﺎت‬ ‫اراﺋﻪ‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ـﻪ‬‫ـ‬‫ﻛﻠﻴ‬‫ـﺎﻳﻲ‬‫ـ‬‫ﻫ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬‫ـﻞ‬‫ـ‬‫داﺧ‬ ‫در‬ ‫ـﻪ‬‫ـ‬‫ﻛ‬
‫ـﺎزﻣﺎن‬‫ـ‬‫ﺳ‬‫ـﻮر‬‫ـ‬‫ﻣﻨﻈ‬ ‫ـﻪ‬‫ـ‬‫ﺑ‬‫ـﺮدن‬‫ـ‬‫ﻛ‬ ‫ـﺎده‬‫ـ‬‫آﻣ‬
‫ـﺎم‬‫ـ‬‫اﻧﺠــ‬ ‫ـﺮاي‬‫ـ‬‫ﺑــ‬ ‫ـﺎﻧﻲ‬‫ـ‬‫اﻧﺴــ‬ ‫ـﺮوي‬‫ـ‬‫ﻧﻴــ‬
‫ﻫــﺎي‬‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺑــﺎﻻﺗﺮﻳ‬ ‫ﺑــﺎ‬ ‫اﺻــﻠﻲ‬‫ﻦ‬
‫وري‬‫ﺑﻬﺮه‬‫اﻧﺠﺎم‬‫ﺷﻮد‬‫ﻣﻲ‬.

‫اﻧﺴ‬‫ﻣﻨﺎﺑﻊ‬‫ﻣﺪﻳﺮﻳﺖ‬‫ﺎﻧﻲ‬
HumanResourceMan.
‫آﻣﻮزش‬‫ﻧﻴﺮوي‬‫اﻧﺴﺎﻧﻲ‬
‫آﻣﻮزﺷﻲ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ﻓﺮوش‬ ‫ﻧﻴﺮوي‬ ‫و‬ ‫ﻣﺘﺨﺼﺼﻴﻦ‬ ‫و‬ ‫ﻣﻬﻨﺪﺳﻴﻦ‬ ‫ﺑﻬﺘﺮﻳﻦ‬ ‫ﺟﺬب‬ ‫ﺑﺮاي‬ ‫ﺗﻼش‬
‫ﻛﺎرﻛﻨﺎن‬ ‫در‬ ‫اﻧﮕﻴﺰه‬ ‫اﻳﺠﺎد‬
‫از‬ ‫اﺳﺘﻔﺎده‬‫ﺳﻴﺴﺘﻢ‬‫ﻫﺎي‬‫اﻃﻼﻋﺎﺗﻲ‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫ﻣﻲ‬ ‫اﻳﻔﺎ‬ ‫را‬ ‫ﭘﺸﺘﻴﺒﺎن‬ ‫ﻳﻚ‬ ‫ﻧﻘﺶ‬‫ﻛﻨﺪ‬
‫ـﺎﺧﺘﺎر‬‫ـ‬‫ﺳـــ‬ ‫ـﻮن‬‫ـ‬‫ﭼـــ‬ ‫ـﻮﻋﺎﺗﻲ‬‫ـ‬‫ﻣﻮﺿـــ‬ ‫و‬
،‫ﺳﺎزﻣﺎﻧﻲ‬‫رﻳﺰي‬‫ﺑﺮﻧﺎﻣﻪ‬،‫ﻛﻨﺘﺮل‬‫ﻫـﺎي‬
‫ﺷـﺎﻣ‬ ‫را‬ ‫ﻛﻴﻔﻴـﺖ‬ ‫ﻣﺪﻳﺮﻳﺖ‬ ‫و‬ ‫ﻣﺎﻟﻲ‬‫ﻞ‬
‫ﺷﻮد‬‫ﻣﻲ‬.

‫ﻫﺎ‬‫زﻳﺮﺳﺎﺧﺖ‬
Infrastructures
‫ﻣﺪﻳﺮﻳﺖ‬ ‫اﻃﻼﻋﺎﺗﻲ‬ ‫ﻫﺎي‬ ‫ﺳﻴﺴﺘﻢ‬ ‫از‬ ‫ﺳﺘﻔﺎده‬
‫اداري‬ ‫اﺗﻮﻣﺎﺳﻴﻮن‬ ‫از‬ ‫اﺳﺘﻔﺎده‬
‫ﻣﻨﺎﺳﺐ‬ ‫ﺗﻜﻨﻮﻟﻮژي‬ ‫از‬ ‫اﺳﺘﻔﺎده‬

SupportActivities
Primary Activities
‫داﺧﻠﻲ‬
Inbound
Logistic
Operations
Outbound
Logistic
Marketing
& Sales
Service
Procurement
Firm Infrastructure
‫اﻳــﻦ‬9‫ﻓﻌﺎﻟﻴــﺖ‬‫ﺗﻮﻟﻴــﺪ‬ ‫ﺑــﻪ‬ ‫ﻣﻨﺠــﺮ‬
‫ﺧﺪﻣﺎت‬ ‫و‬ ‫ﻛﺎﻻﻫﺎ‬‫ﮔﺮدﻧﺪ‬‫ﻣﻲ‬.
‫ـﻦ‬‫ـ‬‫اﻳ‬‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ‫ـﻚ‬‫ـ‬‫ﻳ‬ ‫ـﺪﻣﺎت‬‫ـ‬‫ﺧ‬ ‫و‬ ‫ـﺎ‬‫ـ‬‫ﻛﺎﻻﻫ‬
‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ‫ـﻚ‬‫ـ‬‫ﻳ‬ ‫و‬ ‫ـﺪ‬‫ـ‬‫دارﻧ‬ ‫ـﺪه‬‫ـ‬‫ﺷ‬ ‫ـﺎم‬‫ـ‬‫ﺗﻤ‬
‫ﻓﺮوش‬،‫ﺑﺎزار‬ ‫در‬‫ﻛﻪ‬‫ﻣﺎﺑﻪ‬‫اﻟﺘﻔـﺎ‬‫وت‬
‫ﺳـﻮد‬ ‫ﻣﻘـﺪار‬ ،‫ﻋﺪد‬ ‫دو‬ ‫اﻳﻦ‬‫ﻧـﺎوﻳﮋه‬
‫را‬ ‫ﺷﺮﻛﺖ‬‫ﻧﺸﺎن‬‫دﻫﺪ‬‫ﻣﻲ‬.

Value Chain
Management
‫ارزش‬ ‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬
Supply Chain
Management
‫ﺗﺄﻣﻴﻦ‬ ‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬

Strategic
Issues
(Thinking, Management,
Planning)
‫راﻫﺒﺮي‬ ‫ﻣﻮﺿﻮﻋﺎت‬
Competitive
Strategy
‫رﻗﺎﺑﺘﻲ‬ ‫راﻫﺒﺮد‬
Competitive
Advantages
‫رﻗﺎﺑﺘﻲ‬ ‫ﻣﺰﻳﺖ‬
Value Chain
Management
‫زﻧﺠﻴﺮه‬ ‫ﻣﺪﻳﺮﻳﺖ‬
‫ارزش‬

1
‫ﻫﺎ‬‫ﺷﺮﻛﺖ‬‫د‬ ‫ﺑﺎﻳﺪ‬ ‫ﺗﻨﻬﺎ‬ ‫ﻧﻪ‬‫ر‬
‫ارزش‬ ‫زﻧﺠﻴـــﺮه‬ ‫درك‬ ‫راه‬
‫ﺑﻠ‬ ،‫ﻛﻨﻨﺪ‬ ‫ﻛﻮﺷﺶ‬ ‫ﺧﻮد‬‫ﻜـﻪ‬
‫ارزش‬ ‫زﻧﺠﻴـــــﺮه‬ ‫ﺑﺎﻳـــــﺪ‬
‫ـﺎي‬‫ـ‬‫ﻫــ‬‫ـﺮﻛﺖ‬‫ـ‬‫ﺷــ‬،‫ـﺐ‬‫ـ‬‫رﻗﻴــ‬
‫ـﺪﮔﺎن‬‫ـ‬‫ﻛﻨﻨـــــ‬‫ـﻪ‬‫ـ‬‫ﻋﺮﺿـــــ‬‫و‬
‫درك‬ ‫ـﻢ‬‫ـ‬‫ﻫـ‬ ‫را‬ ‫ـﺪاران‬‫ـ‬‫ﺧﺮﻳـ‬
‫ﻛﻨﻨﺪ‬.
‫در‬ ‫ﻫــﺎ‬ ‫ﺳــﺎزﻣﺎن‬ ‫از‬ ‫ﺑﺮﺧــﻲ‬
‫در‬ ، ‫ﺻﻨﻌﺖ‬ ‫ارزش‬ ‫زﻧﺠﻴﺮه‬
‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬ ‫ـﺎ‬‫ـ‬‫ﻫ‬ ‫ـﻪ‬‫ـ‬‫ﺣﻠﻘ‬ ‫از‬ ‫ـﻲ‬‫ـ‬‫ﻳﻜ‬
‫ﺑـﻴﺶ‬ ‫در‬ ‫ﺑﺮﺧﻲ‬ ‫و‬ ‫ﻛﻨﻨﺪ‬ ‫ﻣﻲ‬
‫ﺗﻌـــﺪاد‬ ‫و‬ ‫ﺣﻠﻘـــﻪ‬ ‫ﻳـــﻚ‬ ‫از‬
‫ﺣﻠﻘـﻪ‬ ‫ﺣﺪاﻛﺜﺮ‬ ‫در‬ ‫ﻣﻌﺪودي‬
‫ﻫﺎ‬.
2
‫ﻫﺎ‬‫ﺳﺎزﻣﺎن‬‫ﻛﻮﺷﻨﺪ‬‫ﻣﻲ‬‫اﻧﺠ‬ ‫ﺑﺎ‬‫ﺎم‬
‫ﻫــﺎ‬‫ـﺖ‬‫ـ‬‫ﻓﻌﺎﻟﻴ‬‫ﻳــﻚ‬ ‫از‬ ‫ـﻴﺶ‬‫ـ‬‫ﺑ‬ ‫در‬
‫ـﺖ‬‫ـ‬‫ﻗﻴﻤ‬ ،‫ارزش‬ ‫ـﺮه‬‫ـ‬‫زﻧﺠﻴ‬ ‫ـﻪ‬‫ـ‬‫ﺣﻠﻘ‬
‫را‬ ‫ـﻮد‬‫ـ‬‫ﺧـ‬ ‫ـﺎﻻي‬‫ـ‬‫ﻛـ‬ ‫ـﺪه‬‫ـ‬‫ﺷـ‬ ‫ـﺎم‬‫ـ‬‫ﺗﻤـ‬
‫ﺧـــﻮد‬ ‫ﺑـــﺮاي‬ ‫و‬ ‫آورده‬ ‫ﭘـــﺎﺋﻴﻦ‬
‫ﻧﻤﺎﻳﻨ‬ ‫اﻳﺠﺎد‬ ‫رﻗﺎﺑﺘﻲ‬ ‫ﻣﺰﻳﺖ‬‫ﺪ‬.
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Value Chain Manegement

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