scholarly journals МЕРЕЖЕВИЙ ПІДХІД ЯК ІНСТРУМЕНТ УДОСКОНАЛЕННЯ ЛАНЦЮГА СТВОРЕННЯ ВАРТОСТІ ПРОДУКЦІЇ ШВЕЙНОГО ПІДПРИЄМСТВА

2019 ◽  
Vol 133 (2) ◽  
pp. 79-88
Author(s):  
Наталія Йосипівна Радіонова
Keyword(s):  
Value Creation ◽  
Business Processes ◽  
Cost Optimization ◽  
Apparel Industry ◽  
Value Chains ◽  
Market Demand ◽  
Network Approach ◽  
Garment Manufacturing ◽  
Improve Cost ◽  
Apparel Product

Creating value chains for decades have been a common practice in the apparel industry with the aim to improve cost management. This approach involves building value chains in the sector of garment manufacturing as well as providing an opportunity analysis with regard to cost optimization for each link in the chain. Thus, cost optimization occurs through improving business processes within the enterprise. It is emphasized that the process of creating apparel value chains have traditionally been viewed locally, within a single company which has to consider market demand, carry out design and engineering works, deliver logistics support, manufacture, store and sell its products. However, in modern realia, value creation is greatly affected by garment manufacturers’ contractors, their partnership being the heart of building value into products. It is argued that the apparel product value, apart from clothing companies, is created by different legal entities, i.e. suppliers, outsourcers, external consultants and others. In turn, partner companies create their own value chains which closely resonate with apparel value chains. In addition, given the apparel industry dependence upon seasonal sales, fashion trends and other factors, the garment companies have to obtain information on consumers’ preferences. It has been proven that value creation is strongly influenced by the company relationships with their partners. With this in mind, it is proposed to apply a network approach to apparel value chains which is able to harmonize the interests of all stakeholders. The suggested model of the network approach assumes vertical integration with main suppliers, outsourcing of design and engineering services and gaining information from distributors who deal with end customers. This approach will contribute to cost optimization of garment manufacturing along with enhancing the product competitiveness.

THE CONCEPT OF COMPETITIVE VALUE CHAINS IN PRODUCTION SYSTEMS AS AN INSTITUTIONAL STRUCTURE OPERATING ON NETWORK PRINCIPLES

2019 ◽  
Vol 6 (3) ◽  
pp. 61-67
Author(s):  
Niyaz Mustjakimovich Abdikeev ◽  
Anton Alekseevich Losev ◽  
Andrey Ivanovich Gaydamaka
Keyword(s):  
Business Processes ◽  
Production Systems ◽  
Institutional Structure ◽  
Cognitive Models ◽  
Value Chains ◽  
High Tech ◽  
Practical Implementation ◽  
Digital Platform ◽  
Software Product ◽  
The Creation

The Concept of competitive value chains in production systems, as an institutional structure operating on network principles, was the impetus for the development of a system of models of inter-industry digital platform for the management and optimization of cooperation of high-tech network production systems. The article describes the ways of integration into business processes of production systems of simulation and cognitive models. The practical implementation of the system of these models is a separate software product - an interdisciplinary digital platform for participants in the creation of new high-tech products and their components.

INNOVATIVE TRANSFORMATIONS OF THE VALUE CHAIN OF PHARMACEUTICAL ENTERPRISES

2021 ◽  
Author(s):  
Катерина Копішинська ◽  
Катерина Зінченко
Keyword(s):  
Correlation Analysis ◽  
Linear Relationship ◽  
Value Creation ◽  
Value Chain ◽  
Value Chains ◽  
High Tech ◽  
Pharmaceutical Companies ◽  
Development Scenarios ◽  
Current State ◽  
Pharmaceutical Enterprises

The research is devoted to the substantiation of the necessity of innovative transformations of the value chain of pharmaceutical enterprises. The current state of the international pharmaceutical market and its development scenarios developed by the WTO were analyzed, taking into account the changes caused by the COVID-19 coronavirus pandemic. The typology of value chains is considered and their element-by-element characteristics are given. A new, modern model of interaction in the chain of value creation of products is proposed. The substantiation of efficiency of creation of such chains is given. Based on the correlation analysis, the presence of a linear relationship between the indicators of Pharmaceutical R&D Spend and Revenue was established. To maximize the effect of R&D costs, pharmaceutical companies are recommended to carry out innovative transformations of the value chain, involving external manufacturers of high-tech devices, applications, etc.

Challenges of achieving social upgrading in Bangladesh’s apparel industry

2018 ◽  
Vol 15 (2) ◽  
pp. 77-94 ◽  
Author(s):  
Mohammad Tarikul Islam ◽  
Christina Stringer
Keyword(s):  
Design Methodology ◽  
Apparel Industry ◽  
Value Chains ◽  
Future Research ◽  
Structured Interviews ◽  
Content Type ◽  
Lower Tier ◽  
Economic Upgrading ◽  
System Operating ◽  
Social Upgrading

Purpose Despite substantial economic upgrading, Bangladesh’s apparel industry remains confronted by claims of precarious working conditions. This paper aims to understand the challenges of achieving social upgrading and whether benefits of economic upgrading can transfer to workers and their dependents through social upgrading. Design/methodology/approach Semi-structured interviews were undertaken with 90 participants from six apparel firms in Bangladesh. The interviews were conducted following the Rana Plaza disaster. Findings The results suggest that social upgrading has not occurred to the same extent as economic upgrading. Social upgrading has been compromised in part, by the tiered factory system operating and a lack of governance within the lower tier firms. Research limitations/implications Single country and one industry constitute the main limitations of this research. Future research could include multiple countries and industries to allow for greater generalization of findings. Originality/value The paper provides new insights on how social upgrading might be compromised within the global value chains context and its impact on developing country supplier firms, workers and their families.

Supplying What?

2016 ◽  
pp. 694-717
Author(s):  
Marcelo Machado Barbosa Pinto ◽  
Yeda Swirski de Souza
Keyword(s):  
Value Creation ◽  
Industrial Production ◽  
New Products ◽  
Apparel Industry ◽  
Creative Economy ◽  
Global Sourcing ◽  
Theoretical Discussion ◽  
Apparel Manufacturing ◽  
Fashion Apparel ◽  
Apparel Companies

A creative economy approach is proposed to discuss the value creation among fashion apparel producers. It is considered that fashion accounts for value creation and for value adding in new products. Fashion turns basic apparel items into more appreciated products. Relations between fashion apparel companies and their suppliers give evidence to support our theoretical discussion in Brazil. This research concludes that the lenses of industrial production and global sourcing are not enough to explain the value creation and the value adding of apparel manufacturing and that the emergence of a local fashion belief and a creative economy can be explored as a source of value creation and value adding. In addition, it is understood that fashion matters on the configuration and coordination of the apparel industry.

scholarly journals Understanding the Process of Transitioning to Customer Value Management

2006 ◽  
Vol 31 (2) ◽  
pp. 1-28 ◽  
Author(s):  
B Muthuraman ◽  
Anand Sen ◽  
Peeyush Gupta ◽  
D V R Seshadri ◽  
James A Narus
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Customer Value ◽  
Customer Relationships ◽  
Value Chains ◽  
Value Management ◽  
Business Markets ◽  
Value Sharing ◽  
Customer Value Management ◽  
The Way

Customer Value Management (CVM) has emerged as an important vehicle for customer retention in business markets. Supplier firms under increasing pressure from relentless competitive forces are seeking to retain and grow the share of business from profitable existing customers as a means of finding a way out of downward spiralling price pressures. While a lot has been written in academics about the importance of CVM, several gaps remain on understanding how a large company actually undertakes this journey. Crafting competitive value chains and focusing on streams of competition are also emerging as important agenda for supplier firms since, increasingly, the end customer is no longer willing to pay for inefficiencies in the value chains. In this context, the challenge for a supplier firm in business markets is no longer restricted to getting its own operations in order, but, additionally, it must ensure that multiple interfaces that exist across the entire value chain all the way until the end customer are streamlined so that the value chain is free of value drains and every meaningful opportunity to create value is exploited. In this paper, the authors present the experiences of the India-based Tata Steel in implementing CVM across 25 select customers. This has enabled it to successfully come out of the commodity trap that it found itself some four years ago. The paper begins with an overview of existing research in the area of CVM covering the important aspects of customer loyalty, customer relationships, trust as an antecedent for relationships, value as a cornerstone of business markets, and importance of the supplier firm focusing on the efficacy of the value chain of which it is a part. While one part of the challenge for a supplier firm is to find avenues to create and deliver unique value to its customer firms, an equally formidable challenge is to obtain equitable return for value delivered. This is where value sharing through integrative negotiations between the supplier and customer firms becomes central. The authors conclude that current understanding on value creation and value sharing is at a preliminary stage. This is the gap that the paper seeks to address based on the actual experience of the company in implementing CVM. This paper presents a framework for mapping the various ideas generated in the CVM implementation process and attempts to build a value sharing methodology based on the CVM journey of the company. It concludes with several challenges that the company has to grapple with for continued progress on its CVM journey. One of the important challenges is addressing value drains and discovering new value creation avenues along all the interfaces between the various firms constituting the value chain all the way until the end customer. The key learnings can be summarized as follows: Success of CVM has to start from the top management of both supplier and customer firms. The focal responsibility cannot be delegated. Firms planning to embark on the CVM journey must adapt the CVM process to their own specific situations while general lessons can be drawn from Tata Steel�s CVM implementation experience. Meaningful roles must be found for all key managers in both supplier and customer firms for success of CVM implementation. It is necessary to take stretch targets for the process to be attractive and worth the while for both the firms. At the same time, it is essential to manage the expectations of both firms: CVM is not a panacea or a magic bullet to solve all the problems of both the firms. The overall philosophy of both firms must be to seek to expand the ‘value pie,’ thus coming up with integrative decisions based on aligned data where both the firms ‘read off the same page’ of data.

scholarly journals Where do we go from here? The future of B2B governance research

2019 ◽  
Vol 35 (4) ◽  
pp. 623-627
Author(s):  
Kenneth Henning Wathne ◽  
Øystein D. Fjeldstad
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Design Methodology ◽  
Institutional Environment ◽  
Value Chains ◽  
Exchange Relationships ◽  
Content Type ◽  
B2b Relationships ◽  
Business To Business ◽  
Future Business

Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.

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