Estrategia cadena de valor oxford group www.oxfordgroup.edu.pe
La cadena de valor despliega el valor total, y consiste en las actividades de valor y del margen.
La cadena de valor es fundamentalmente un análisis interno de la empresa. La cadena de valor es un modelo teórico que grafica y permite describir las actividades de una organización para generar valor al cliente final y a la misma empresa.
Se dice que una empresa tiene una ventaja competitiva frente a otra cuando es capaz de aumentar el margen (ya sea bajando los costos o aumentando las ventas).
Este margen se analiza por supuesto a través de la cadena de valor de Michael Porter, concepto que presentó al mundo en su libro de 1985, “Ventaja Competitiva “.
Cada empresa es un conjunto de actividades que se desempeñan para diseñar, producir, llevar al mercado, entregar y apoyar sus productos. Todas esas actividades pueden ser representadas usando la cadena de valor.
32. Inbound Logistics
Long term contract with service provider’s – transporters and
agents.
Personnel at regional offices for over seeing the smooth transit
of goods.
Transparency and monitoring through deployment of IT – all
transactions through SAP.
DTL (daily transport logistics) supplies for critical high value
items.
Efficient storage facilities – easy storage and retrieval.
33. Operations
Capital Equipment Manufacturing division – tooling development capabilities
of global standard.
Apprentice Trainee Course – ensuring stable source of skilled manpower.
Kaizen & TPM(total productive management) team – continuous drive to
improve efficiencies.
Automated manufacturing processes.
Distributed manufacturing – Assembly units at South Africa, Thailand,
Bangladesh, Brazil etc.
Maintenance – technical competence.
Capacity Utilization – Mercedes Benz cars make use of Tata Motors paint shop
facilities.
35. Marketing & Sales
Structured approach to understanding the requirements of individual customers
– QFD’s conducted at regular intervals.
Clear identification of product requirements, leading to development of
innovative products – Tata 207 DI, Tata Ace
Pan India presence and global footprint.
Independent teams for addressing the requirements of institutional customers –
Defense, State Transport Units
Helping to augment the scarce resources – Fiat selling vehicles through Tata
dealerships, in return Tata has access to Fiat’s technology and unutilized capacity.
Quick assessment of the changing market dynamics and consumer preferences –
Tata 407 LCV
Large network of dealers – use of technology (CRM‐DMS).
39. Procurement
E procurement initiative.
Global Sourcing Team – China , a key destination for sourcing
essential items like tires, power steering units etc., Steel procured
from Belarus
Long term relationships with a stable and loyal pool of suppliers.
Technology driven procurement – SAP and VCM.
Strategic subsidiaries & JV’s – TACO group of companies , Tata
Cummins
Centralized Strategic Sourcing for key components – FIP’s, Steel
etc.
Group resources – Tata Steel and Tata International .
Localized supplier base at mfg. locations – low inventory levels.
46. MBA. MBI. PMP. ING. Giovanni Alfonso Huanqui Canto
oxfordgroup.edu.pe
Redglobeperu.com
CRM Initiatives at TATA Motors Ltd.
Given that the customer is king (or queen), it would be logical to presume that establishing — and
nurturing — a relationship with such royalty is a priority for enterprises looking to sell a product or
service. Fact is, it may be a priority but organisations rarely pay more than lip service to what goes
by the grandiose nomenclature of customer relationship management. For Tata Motors, though, this
has always been an imperative.
It made eminent sense for India’s premier automobile company — with over 1 million customers,
22,000 employees and a geographically fragmented business that operates out of 1,600 locations in
a notoriously cyclic business environment — to put many eggs in the relationship management
basket. But this was an idea cooked in the cauldron of adversity.
Tata Motors got started on what it has tagged the customer relationship management-dealer
management system (CRM-DMS) at the turn of the millennium, when it was battling to regain
relevance at a difficult time in its history. That’s when it realised that survival in the auto business
depended on managing its relationships with its customers, dealers and anyone else who had a deep
connection with the mother company.
This was no mean task, considering the scale and complexity of the issues involved. Two
parameters — customers, and their interface with the company, the dealers — were the critical
links in a complex chain that Tata Motors had to deal with. The solution led to the emergence of
Tata Motors’ integrated CRM-DMS, which is today the largest such application in the automobile
industry worldwide, linking to more than 1,200 dealers across India and tracking the needs of some
25,000 customers.
Tata Motors had no standard or benchmark to model its solution on when the relationship concept
was first considered, back in 2002. The company realised that it had to look at the business in a
fundamentally different way. Instead of selling to the customer,...