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CHAPTER 6 RESOURCES AND VALUE CREATION WITHIN THE ORGANIZATIONAL…
CHAPTER 6
RESOURCES AND VALUE CREATION WITHIN THE ORGANIZATIONAL ECOSYSTEMS
RESOURSCE AUDIT:
COMPETENCIES
Analysis of what competences the Co has
Categorisation of competences:
How resources are being deployed
Core
Of value?
Rare?
Difficukt to imitate?
Extactable?
Constant competition advantage?
Clearly above norm value performance?
Treshold
RESOURSCE AUDIT:
M'S MODEL
Markets
Materials
Machines
Management
Management information
Men (HR)
Methods (biz processes)
Money (finance)
Make-Up (structure, culture)
RESOURSCE AUDIT:
CRITICAL SUCCESS FACTORS (CSF)
Maintanace of premises
Repair costs
Efficient use of staff
Time standards for loading and unloading
Customer satisfaction
Losses of stock
Insuranse claims
Compliants
RESOURSCE AUDIT:
PORTER'S VALUE CHAIN
BENEFITS:
Activities that are not added value can be identified
It emphasises the importance of (re)grouping of functions into activities
Framrwork to analyse sosts & behavour
It is an attempt to overcome the limitations of portfolio planning
CRITICISM:
Suited to manufacturing environment
Allocate costs to individual activities
Not applicable for suppliers of services
PORTER'S VALUE CHAIN:
Secondary activities:
Human resources
Technology & development
Company infrastructure
Procurement
Primary activities:
Production
Marketing & sales
Inbound logistcs
Outbound logistics
Customer services