Value Chain Creation
“Supply chain operations and functions are becoming increasingly intertwined with fewer functional silos within an organization’s operation. However, mergers, organic growth, indirect sales channels, operational expansion, globalization, and partnered services have all increased the complexity of maintaining an efficient supply chain operation. Today’s organizations need to transform their supply chains into more holistic and integrated value chains.”
A value chain is a series of business processes that create value. It could be the supply chain, or marketing and sales, or customer service, or product development – wherever it resides within the business, to create value the output of a process must be of greater value than the input into that process. Why does it matter? Because the more value your organization creates, the more profitable it is likely to be. Some organizations have very successfully leveraged value chain creation as a source of competitive advantage.
Value chain creation is about better managing interactions with your customers, employees, and suppliers – about fully leveraging your value chains to drive success.
So how do you boost the value of your value chain? For organizations looking to develop or improve customer relationships, supply chains, talent management, and product chains, MSS value chain creation consultants can help. We’ll work with you to understand where your value chains currently are, identify processes in which there is opportunity to create value, and develop a plan for boosting the value of our value chain.
To speak with an MSS management consultant about how we can help you Develop or Improve Value Chains (customer relationships, supply chain, talent management, or product, call us at (877) 677-4636 or contact us here.
"A growing number of companies known for their hard-nosed approach to business – such as GE, Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart – have already embarked on important efforts to create shared value."
- Michael Porter, Harvard Business Review