Value chain
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The document defines a value chain as the series of activities that create and build value at each step, from raw materials to the final product sold to customers. It was conceived by Michael Porter in 1985. A value chain consists of nine activities - five primary activities related to direct production and delivery, and four support activities. The primary activities are inbound logistics, operations, outbound logistics, marketing and sales, and service. The support activities are procurement, human resources, technological development, and infrastructure. To be successful, a firm needs to seek competitive advantages throughout its entire value chain and those of its suppliers, distributors, and customers.
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Une évaluation comparable de la performance basée sur le temps d'escale des navires
L'objectif de l'ICPP est d'identifier les domaines d'amélioration qui peuvent en fin de compte bénéficier à toutes les parties concernées, des compagnies maritimes aux gouvernements nationaux en passant par les consommateurs. Il est conçu pour servir de point de référence aux principaux acteurs de l'économie mondiale, notamment les autorités et les opérateurs portuaires, les gouvernements nationaux, les organisations supranationales, les agences de développement, les divers intérêts maritimes et d'autres acteurs publics et privés du commerce, de la logistique et des services de la chaîne d'approvisionnement.
Le développement de l'ICPP repose sur le temps total passé par les porte-conteneurs dans les ports, de la manière expliquée dans les sections suivantes du rapport, et comme dans les itérations précédentes de l'ICPP. Cette quatrième itération utilise des données pour l'année civile complète 2023. Elle poursuit le changement introduit l'année dernière en n'incluant que les ports qui ont eu un minimum de 24 escales valides au cours de la période de 12 mois de l'étude. Le nombre de ports inclus dans l'ICPP 2023 est de 405.
Comme dans les éditions précédentes de l'ICPP, la production du classement fait appel à deux approches méthodologiques différentes : une approche administrative, ou technique, une méthodologie pragmatique reflétant les connaissances et le jugement des experts ; et une approche statistique, utilisant l'analyse factorielle (AF), ou plus précisément la factorisation matricielle. L'utilisation de ces deux approches vise à garantir que le classement des performances des ports à conteneurs reflète le plus fidèlement possible les performances réelles des ports, tout en étant statistiquement robuste.
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Value chain
- 1. DEPARTMENT OF MANAGEMENT SCIENCES BBA IV A AWKUM
- 3. Definition: “A value chain is the whole series of activities that create and build value at every step.” OR “A high-level model of how businesses receive raw materials as input, add value to the raw materials through various processes, and sell finished products to customers.” CONCEPT BY: Michael Porter in his 1985 book 'Competitive Advantage'.
- 4. What is the value chain made of? • 5 PRIMARY ACTIVITIES & • 4 SECONDARY / SUPPORT ACTIVITIES.
- 6. PRIMARY ACTIVITIES: 1. INBOUND LOGISTICS: Involve relationships with suppliers and include all the activities required to receive, store, and distribute inputs. 2. OPERATIONS: All the activities required to transform inputs into outputs (products and services). 3. OUT BOUND LOGISTICS: Include all the activities required to collect, store, and distribute the output. 4. MARKETING & SALES: Inform buyers about products and services, induce buyers to purchase them, and facilitate their purchase. 5. SERVICE: Includes all the activities required to keep the product or service working effectively for the buyer after it is sold and delivered.
- 7. SUPPORT ACTIVITIES: 1. PROCUREMENT: The acquisition of inputs, or resources, for the firm. 2. HR: All activities involved in recruiting, hiring, training, developing, compensating and (if necessary) dismissing or laying off personnel. 3. TECHNOLOGICAL DEVELOPMENT: Equipment, hardware, software, procedures and technical knowledge brought to bear in the firm's transformation of inputs into outputs. 4. INFRASTRUCTURE: covers planning , finance , accounting and government affairs.
- 10. TO BE A SUCCESSFUL FIRM: NEED TO LOOK FOR COMPETITIVE ADVANTAGES BEYOND ITS OWN OPERATIONS INTO THE VALUE CHAINS OF SUPPLIERS , DISTRIBUTORS & CUSTOMES.