Estrategia cadena de valor oxford group www.oxfordgroup.edu.pe
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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.
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Estrategia cadena de valor oxford group www.oxfordgroup.edu.pe
- 10. MBA. MBI. PMP. ING. Giovanni Alfonso Huanqui Canto oxfordgroup.edu.pe Redglobeperu.com Value Chain Model (FISH BONE DIAGRAM) Firm Infrastructure (General Management) Human Resource Management Technology Development Procurement Inbound Logistics Ops. Outbound Logistics Sales & Marketing Service and Support PRIMARY ACTIVITIES SUPPORT ACTIVITIES
- 13. MBA. MBI. PMP. ING. Giovanni Alfonso Huanqui Canto oxfordgroup.edu.pe Redglobeperu.com Value Chain Model from Michael E. Porter’s Competitive Advantage Firm Infrastructure (General Management) Human Resource Management Technology Development Procurement Inbound Logistics Operation s Outbound Logistics Sales & Marketing Service and Support PRIMARY ACTIVITIES SUPPORT ACTIVITIES
- 20. MBA. MBI. PMP. ING. Giovanni Alfonso Huanqui Canto oxfordgroup.edu.pe Redglobeperu.com Value Chain Model from Michael E. Porter’s Competitive Advantage Firm Infrastructure (General Management) Human Resource Management Technology Development Procurement Inbound Logistics Ops. Outbound Logistics Sales & Marketing Service and Support PRIMARY ACTIVITIES SUPPORT ACTIVITIES
- 30. Value Chain & Value System of TATA motors Inbound Logistics Operations Marketing Service Outbound Logistics Suppliers , Contractors SAP , VCM SAP , CRM ‐ DMS Strategic Alliances Transporters, Convoy Drivers Association Dealer Network, Marketing Research Firms, Vehicle Financing Regional Warehouses, Dealer Workshops, Distributors, TASS
- 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.
- 34. Outbound Logistics Stockyards, all across the country. Long term contracts with transporter’s – higher volume of business to transporters ensures competitive price. Regional Sales Office and Vehicle Dispatch Section linked through SAP. Efficient security system for prevention of any kind of pilferage.
- 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).
- 36. Service Easy availability of spare parts. Efficient collection of data from field and communication to the respective plants. Pan India presence, as well as global presence. Large network of workshops – Dealer workshops and TASS. Training facilities – for dealer end and TASS personnel.
- 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.
- 40. Technology Development Approximately 2% of the annual profits of the company invested in research and development. Knowledge portal – helps employees keep abreast with the latest technologies. Extensive prototype building and testing facilities. Strategic partnerships – MDI (France), Fiat etc. Formal benchmarking process. “Technology Day” organized across all plant locations.
- 41. Human Resource Vast pool of technically competent engineers and managers. Focus on development of technical capabilities – Technical Training Center’s, Alliance with technical Institutes Focus on development of managerial capabilities – MTC’s , TMTC, executive training programs at premier business schools Career advancement schemes – ESS, FTSS
- 42. Firm Infrastructure Multi – Location facilities Strong leadership – under the aegis of Tata Sons Best in class prototype building facilities Technology – SAP Large product portfolio
- 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,...